Bt masterclass 2 - Value proposition developmentEmanuele Musa
What creates value?
Execution, Price, Cost Reduction, Risk Reduction, Novelty, Performance, Customization, Design & Usability, Convenience & Accessibility, Brand or Status, Feels Good, Positive Impact.
Focus on one proposition or create your own perfect mix.
The document discusses product management as a career. It provides an overview of key product management responsibilities like defining product requirements and features, prioritizing features, creating roadmaps and launch plans, and managing cross-functional product teams. It also discusses different types of product management roles in IT and non-IT domains and typical growth paths for product managers. The document outlines approaches product managers use to build products, including thinking through customer problems, developing hypotheses, creating personas and user flows, and using analytics to check assumptions.
Business analysis and customer experience design - a crossroads presented at...clarityrules
Presented at BA World.
This talk discusses and reconciles disciplines in Business Analysis - enabling BAs to think about how they might turn thier skills to Customer Experience Design
The document discusses the concept of "Running Lean", which is a systematic process for iterating a startup's web application from the initial "Plan A" to a plan that works. It involves using techniques from Customer Development, Lean Startup, and Bootstrapping. The key aspects are validating problems and solutions with customers, achieving product/market fit through iterative releases, and optimizing for scale once fit is achieved. Progress is measured through validated learning loops involving hypotheses, experiments, qualitative/quantitative validation, dashboards, and communication of learnings. The overall goal is to iterate quickly from the initial plan to one that works through a continuous process of customer feedback and validation.
This is the deck that accompanied Dave Kochbeck's webinar on July 10, 2014.
In the webinar he guided founders of all stripes through the perfect pitch. Determine what are the most important touch-points to prepare for, what you should be aware of and what you should focus in on and highlight about your exciting company. From founders seeking pre-seed to late seed funding, this is the most important Webinar you should attend.
Women 2.0's Webinars are a new event to promote new networks amongst the entire technology ecosystem in innovative cities around the world. This event is open to those who work, start, and fund tech companies. Both women and men are invited to attend.
To view our next webinar go here: http://women2.com/webinars
To apply for PITCH go here (Deadline July 31, 2014): http://bit.ly/1ojgVtj
Women 2.0 Fall Conference in San Francisco (September 30 - October 1, 2014): http://sf.women2.com
Triangle AMA’s September luncheon: Converting Prospects to Customers Through Online Marketing
Brooks Bell, Founder and President of Brooks Bell Interactive, presents how marketers in diverse organizations succeeded in driving customer acquisition with online marketing campaigns.
This document discusses validating that a startup's solution fits the problem it aims to address. It emphasizes the importance of validating assumptions about customers and their problems early in the design process. Customer interviews and surveys are recommended to test the hypothesis that a solution solves a problem customers care about and are willing to pay for. If validation fails to confirm the problem-solution fit, the startup may need to iterate its solution or pivot to a new problem. The goal is to avoid building something nobody wants by continuously validating assumptions with customers.
A full text introduction to product creation, prepared as a speech #IDCEE2014. Can be used as questionnaire to take most important decisions on MVP and later on product creation and development.
Bt masterclass 2 - Value proposition developmentEmanuele Musa
What creates value?
Execution, Price, Cost Reduction, Risk Reduction, Novelty, Performance, Customization, Design & Usability, Convenience & Accessibility, Brand or Status, Feels Good, Positive Impact.
Focus on one proposition or create your own perfect mix.
The document discusses product management as a career. It provides an overview of key product management responsibilities like defining product requirements and features, prioritizing features, creating roadmaps and launch plans, and managing cross-functional product teams. It also discusses different types of product management roles in IT and non-IT domains and typical growth paths for product managers. The document outlines approaches product managers use to build products, including thinking through customer problems, developing hypotheses, creating personas and user flows, and using analytics to check assumptions.
Business analysis and customer experience design - a crossroads presented at...clarityrules
Presented at BA World.
This talk discusses and reconciles disciplines in Business Analysis - enabling BAs to think about how they might turn thier skills to Customer Experience Design
The document discusses the concept of "Running Lean", which is a systematic process for iterating a startup's web application from the initial "Plan A" to a plan that works. It involves using techniques from Customer Development, Lean Startup, and Bootstrapping. The key aspects are validating problems and solutions with customers, achieving product/market fit through iterative releases, and optimizing for scale once fit is achieved. Progress is measured through validated learning loops involving hypotheses, experiments, qualitative/quantitative validation, dashboards, and communication of learnings. The overall goal is to iterate quickly from the initial plan to one that works through a continuous process of customer feedback and validation.
This is the deck that accompanied Dave Kochbeck's webinar on July 10, 2014.
In the webinar he guided founders of all stripes through the perfect pitch. Determine what are the most important touch-points to prepare for, what you should be aware of and what you should focus in on and highlight about your exciting company. From founders seeking pre-seed to late seed funding, this is the most important Webinar you should attend.
Women 2.0's Webinars are a new event to promote new networks amongst the entire technology ecosystem in innovative cities around the world. This event is open to those who work, start, and fund tech companies. Both women and men are invited to attend.
To view our next webinar go here: http://women2.com/webinars
To apply for PITCH go here (Deadline July 31, 2014): http://bit.ly/1ojgVtj
Women 2.0 Fall Conference in San Francisco (September 30 - October 1, 2014): http://sf.women2.com
Triangle AMA’s September luncheon: Converting Prospects to Customers Through Online Marketing
Brooks Bell, Founder and President of Brooks Bell Interactive, presents how marketers in diverse organizations succeeded in driving customer acquisition with online marketing campaigns.
This document discusses validating that a startup's solution fits the problem it aims to address. It emphasizes the importance of validating assumptions about customers and their problems early in the design process. Customer interviews and surveys are recommended to test the hypothesis that a solution solves a problem customers care about and are willing to pay for. If validation fails to confirm the problem-solution fit, the startup may need to iterate its solution or pivot to a new problem. The goal is to avoid building something nobody wants by continuously validating assumptions with customers.
A full text introduction to product creation, prepared as a speech #IDCEE2014. Can be used as questionnaire to take most important decisions on MVP and later on product creation and development.
Disciplined Entrepreneurship: What can you do for your customer?Elaine Chen
In this class, we will explore how, given a target market and chosen user persona, we can come up with a solution that solves these problems and meets the needs and wants of the customer. We will discuss how to come up with ways to develop high level product concepts that can be tested in the field. We will cover hypothesis testing techniques, including classical quantitative techniques like usability benchmarks as well as modern techniques such as the use of landing pages to test product interest and purchase intent.
The document provides a summary of the top 10 mistakes that early stage startups can easily avoid. These include: not understanding the business model well enough; doing everything the first big client says; launching without customer input; building overly complex MVPs; designing for themselves without user research; pursuing too many opportunities; lacking a clear vision or monetization strategy; and not measuring product usage. Avoiding these common pitfalls can help startups focus their efforts and resources more effectively in the early stages.
Validación, entrevistas y prototipado.(EN)Wilhelm Lappe
The document discusses MVPs and prototyping for startups. It describes three types of MVP techniques: experiments, minimum selling point, and first version of the product. Experiments include landing pages, fake products, and mockups to validate ideas without a full product. Minimum selling point is the first time asking for money, like crowdfunding or pre-sales. The first version of the product is a simple initial product release with core functionality to start gathering user feedback and metrics. Examples are provided for different types of products and services. The overall goal of MVPs is learning through direct customer interaction and validation.
The document provides information on product management. It discusses 3 broad areas of product management: defining new products, adding features to existing products, and improving existing features. It then discusses defining a product opportunity in more detail, including identifying customer problems, technologies, and a company's capabilities. It also discusses approaches to discovering opportunities such as customer observation and data analysis. Finally, it outlines the "think-make-check" process of product iteration including defining hypotheses, building minimum viable products, and using analytics to check assumptions.
The document discusses the importance of focusing on benefits rather than features when selling products or services. It emphasizes that benefits answer the question "what's in it for me" by providing value to customers, while features are simply descriptions of what a product can do. The document advises gathering information about customers by asking open-ended questions to understand their needs and priorities in order to speak to the benefits of the solution. Building long-term relationships allows sellers to become a resource for customers and solve their problems rather than just pitching features.
Many SMEs are challenged to implement its business principles. Their success depends on sustaining viability and growth; therefore an innovative approach helps them to identify the core of its business. Osterwalder’s Business Model Canvas translates SME’s expectations into business processes providing a clear focus, and the Business Model Shafer helps enterprises to execute strategic choices.
The influence of these two business models on internationalization of SMEs should be displayed by the case of Create it REAL. Create it REAL is active in the 3D printing industry and focuses on developing new technology to improve 3D printers. It is believed that the different business models enables thinking through all the aspects of the company, thus finding the influence on its internationalisation strategy.
By merging the findings from Osterwalder’s Business Model Canvas and Business Model Shafer, the thesis underlines the potential way how Create it REAL’s business model influence its internationalisation's strategy.
In this interactive talk designed for first time entrepreneurs, we explore the three basic classes of business models: Transaction based, subscription based and advertising based. We explore why recurring revenue streams are important, and go into a deep dive about the Atlassian case study as an example of a successful SaaS business. We conclude by looking at the basic components of a 5 year forecast model with examples drawn from different types of industries.
Markko Karu helps companies improve and innovate through service and product design workshops. The workshops focus on understanding customer needs through methods like interviews and observation of critical customer moments. Insights are used to define customer pains, gains, jobs, and develop value propositions. Ideas are tested through low-cost experiments to validate assumptions and learn more about customers. The goal is to design services and products that remove obstacles for customers and help them achieve their goals with minimal effort.
27 Revenue Model Options B2B (curated by @arnevbalen - Board of Innovation)Board of Innovation
How to find new ways to make money in a B2B context? Explore 27 trigger cards with different business model options and pricing tactics (B2B version). (By Board of Innovation)
Presentation on the components of an effective app pitch. Prepared for and presented to developer at Intuit's QuickBooks Connect Hackathon, Oct. 21, 2014.
How To Sell To Businesses - Sales Advice for StartupsNicolas Deville
How To Sell To Businesses: actionable insights from years in the trenches.
Sales Advice for Startups.
B2C vs. B2B
SME vs. Enterprise
How to differentiate yourself
How to get the first 10 clients
Presentation on 30th July 2015 in London to early stage startups, part of @WayraUK, Telefonica's startup accelerator.
This document discusses value propositions and minimum viable products (MVPs). It provides guidance on defining problems and solutions, identifying pains and gains for customers, and prioritizing these factors. It emphasizes that an MVP should test understanding of the core problem and solution with minimal features. The document advises creating a "low fidelity" MVP like a blog or webpage as soon as possible to start learning from early customers. Overall, the key lessons are to focus on critical customer needs and pains, prove solutions work, and learn quickly through minimal initial products or prototypes.
This document introduces the concept of "Running Lean", which is a systematic process for iterating a web application from the initial "Plan A" to a plan that works. It discusses how most startups fail because they do not change their original plans even when they are not working. Running Lean involves three stages - validating the problem/solution fit, achieving product/market fit, and optimizing for scale. It emphasizes the importance of testing hypotheses through experiments, gathering both qualitative and quantitative customer feedback, and using that learning to continually pivot and improve the product. The overall goal is to iterate quickly and use validated learning to progress from an unproven initial plan to one that customers want.
This document provides an overview of IdeaHack 2018 and discusses various topics related to developing startup ideas and landing pages. It begins by describing Forward Partners' approach to investing in early-stage ventures. Various sessions are then outlined on topics like developing empathy for customers, using lean canvases to outline startup ideas, prototyping, and getting customer feedback. Tips are also provided for creating effective landing pages, including focusing the message, using compelling visuals and calls-to-action, and assessing conversion metrics. The document concludes with a hypothetical demo of choosing a website building tool.
Presented at Silicon Valley Product Camp 2014
Discussion of 2 classic strategy frameworks, the threat of imitation by your competitors and how to calculate added value.
Examines sources three sources of competitive advantage:
Cost Advantage
Network Effect
Product Differentiation
And finally looks at how disruptive innovations erode competitive advantage
Too often, healthcare practices fall into marketing their features instead of the benefit to the patient. Learn the difference between marketing your features vs. your benefits.
Knowing how buying works help you sell better. This is a presentation I made 1.5 years ago on that topic. My humble attempt at deconstructing the buying process.
This document discusses various methods for developing minimum viable products (MVPs) and measuring startup metrics. It provides examples of different MVP techniques like interviews, landing pages, mockups, and prototypes. It also discusses metrics that startups should focus on like lifetime value, growth rate, funnels, cohort metrics, and viral coefficients. The document cautions against vanity metrics and provides tips for determining which metrics are most important for different types of startups and business models.
The document discusses key considerations for conducting effective customer satisfaction surveys:
1) The metric used to measure satisfaction must be clear, concise and unambiguous to get accurate responses regardless of language or culture.
2) Questions should include benchmarks to assess performance and direction on how to improve. Drill-down questions provide insight into reasons for satisfaction levels.
3) Surveys should use a standardized library of proven question categories and metrics to reduce costs and allow comparisons over time.
4) The overall satisfaction question should be placed at the end to ensure an informed response based on answers to all other questions. Composite satisfaction scores are misleading and do not reflect differences in value of totally versus somewhat satisfied customers.
13 Secrets to Successful Metrics-Based MarketingMorgan Friedman
This document outlines 13 secrets to successful metrics-based marketing that experts don't always discuss. It argues that testing and data alone do not guarantee success - you need to know when to test, what to test, and how to interpret results. A structured, recursive process is recommended to prioritize what to test, develop hypotheses, analyze outcomes, and continually refine understanding based on new data. Marketing must be integrated with creativity, business strategy, and an obsession with both high-level positioning and low-level details to most effectively guide product development and messaging.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Disciplined Entrepreneurship: What can you do for your customer?Elaine Chen
In this class, we will explore how, given a target market and chosen user persona, we can come up with a solution that solves these problems and meets the needs and wants of the customer. We will discuss how to come up with ways to develop high level product concepts that can be tested in the field. We will cover hypothesis testing techniques, including classical quantitative techniques like usability benchmarks as well as modern techniques such as the use of landing pages to test product interest and purchase intent.
The document provides a summary of the top 10 mistakes that early stage startups can easily avoid. These include: not understanding the business model well enough; doing everything the first big client says; launching without customer input; building overly complex MVPs; designing for themselves without user research; pursuing too many opportunities; lacking a clear vision or monetization strategy; and not measuring product usage. Avoiding these common pitfalls can help startups focus their efforts and resources more effectively in the early stages.
Validación, entrevistas y prototipado.(EN)Wilhelm Lappe
The document discusses MVPs and prototyping for startups. It describes three types of MVP techniques: experiments, minimum selling point, and first version of the product. Experiments include landing pages, fake products, and mockups to validate ideas without a full product. Minimum selling point is the first time asking for money, like crowdfunding or pre-sales. The first version of the product is a simple initial product release with core functionality to start gathering user feedback and metrics. Examples are provided for different types of products and services. The overall goal of MVPs is learning through direct customer interaction and validation.
The document provides information on product management. It discusses 3 broad areas of product management: defining new products, adding features to existing products, and improving existing features. It then discusses defining a product opportunity in more detail, including identifying customer problems, technologies, and a company's capabilities. It also discusses approaches to discovering opportunities such as customer observation and data analysis. Finally, it outlines the "think-make-check" process of product iteration including defining hypotheses, building minimum viable products, and using analytics to check assumptions.
The document discusses the importance of focusing on benefits rather than features when selling products or services. It emphasizes that benefits answer the question "what's in it for me" by providing value to customers, while features are simply descriptions of what a product can do. The document advises gathering information about customers by asking open-ended questions to understand their needs and priorities in order to speak to the benefits of the solution. Building long-term relationships allows sellers to become a resource for customers and solve their problems rather than just pitching features.
Many SMEs are challenged to implement its business principles. Their success depends on sustaining viability and growth; therefore an innovative approach helps them to identify the core of its business. Osterwalder’s Business Model Canvas translates SME’s expectations into business processes providing a clear focus, and the Business Model Shafer helps enterprises to execute strategic choices.
The influence of these two business models on internationalization of SMEs should be displayed by the case of Create it REAL. Create it REAL is active in the 3D printing industry and focuses on developing new technology to improve 3D printers. It is believed that the different business models enables thinking through all the aspects of the company, thus finding the influence on its internationalisation strategy.
By merging the findings from Osterwalder’s Business Model Canvas and Business Model Shafer, the thesis underlines the potential way how Create it REAL’s business model influence its internationalisation's strategy.
In this interactive talk designed for first time entrepreneurs, we explore the three basic classes of business models: Transaction based, subscription based and advertising based. We explore why recurring revenue streams are important, and go into a deep dive about the Atlassian case study as an example of a successful SaaS business. We conclude by looking at the basic components of a 5 year forecast model with examples drawn from different types of industries.
Markko Karu helps companies improve and innovate through service and product design workshops. The workshops focus on understanding customer needs through methods like interviews and observation of critical customer moments. Insights are used to define customer pains, gains, jobs, and develop value propositions. Ideas are tested through low-cost experiments to validate assumptions and learn more about customers. The goal is to design services and products that remove obstacles for customers and help them achieve their goals with minimal effort.
27 Revenue Model Options B2B (curated by @arnevbalen - Board of Innovation)Board of Innovation
How to find new ways to make money in a B2B context? Explore 27 trigger cards with different business model options and pricing tactics (B2B version). (By Board of Innovation)
Presentation on the components of an effective app pitch. Prepared for and presented to developer at Intuit's QuickBooks Connect Hackathon, Oct. 21, 2014.
How To Sell To Businesses - Sales Advice for StartupsNicolas Deville
How To Sell To Businesses: actionable insights from years in the trenches.
Sales Advice for Startups.
B2C vs. B2B
SME vs. Enterprise
How to differentiate yourself
How to get the first 10 clients
Presentation on 30th July 2015 in London to early stage startups, part of @WayraUK, Telefonica's startup accelerator.
This document discusses value propositions and minimum viable products (MVPs). It provides guidance on defining problems and solutions, identifying pains and gains for customers, and prioritizing these factors. It emphasizes that an MVP should test understanding of the core problem and solution with minimal features. The document advises creating a "low fidelity" MVP like a blog or webpage as soon as possible to start learning from early customers. Overall, the key lessons are to focus on critical customer needs and pains, prove solutions work, and learn quickly through minimal initial products or prototypes.
This document introduces the concept of "Running Lean", which is a systematic process for iterating a web application from the initial "Plan A" to a plan that works. It discusses how most startups fail because they do not change their original plans even when they are not working. Running Lean involves three stages - validating the problem/solution fit, achieving product/market fit, and optimizing for scale. It emphasizes the importance of testing hypotheses through experiments, gathering both qualitative and quantitative customer feedback, and using that learning to continually pivot and improve the product. The overall goal is to iterate quickly and use validated learning to progress from an unproven initial plan to one that customers want.
This document provides an overview of IdeaHack 2018 and discusses various topics related to developing startup ideas and landing pages. It begins by describing Forward Partners' approach to investing in early-stage ventures. Various sessions are then outlined on topics like developing empathy for customers, using lean canvases to outline startup ideas, prototyping, and getting customer feedback. Tips are also provided for creating effective landing pages, including focusing the message, using compelling visuals and calls-to-action, and assessing conversion metrics. The document concludes with a hypothetical demo of choosing a website building tool.
Presented at Silicon Valley Product Camp 2014
Discussion of 2 classic strategy frameworks, the threat of imitation by your competitors and how to calculate added value.
Examines sources three sources of competitive advantage:
Cost Advantage
Network Effect
Product Differentiation
And finally looks at how disruptive innovations erode competitive advantage
Too often, healthcare practices fall into marketing their features instead of the benefit to the patient. Learn the difference between marketing your features vs. your benefits.
Knowing how buying works help you sell better. This is a presentation I made 1.5 years ago on that topic. My humble attempt at deconstructing the buying process.
This document discusses various methods for developing minimum viable products (MVPs) and measuring startup metrics. It provides examples of different MVP techniques like interviews, landing pages, mockups, and prototypes. It also discusses metrics that startups should focus on like lifetime value, growth rate, funnels, cohort metrics, and viral coefficients. The document cautions against vanity metrics and provides tips for determining which metrics are most important for different types of startups and business models.
The document discusses key considerations for conducting effective customer satisfaction surveys:
1) The metric used to measure satisfaction must be clear, concise and unambiguous to get accurate responses regardless of language or culture.
2) Questions should include benchmarks to assess performance and direction on how to improve. Drill-down questions provide insight into reasons for satisfaction levels.
3) Surveys should use a standardized library of proven question categories and metrics to reduce costs and allow comparisons over time.
4) The overall satisfaction question should be placed at the end to ensure an informed response based on answers to all other questions. Composite satisfaction scores are misleading and do not reflect differences in value of totally versus somewhat satisfied customers.
13 Secrets to Successful Metrics-Based MarketingMorgan Friedman
This document outlines 13 secrets to successful metrics-based marketing that experts don't always discuss. It argues that testing and data alone do not guarantee success - you need to know when to test, what to test, and how to interpret results. A structured, recursive process is recommended to prioritize what to test, develop hypotheses, analyze outcomes, and continually refine understanding based on new data. Marketing must be integrated with creativity, business strategy, and an obsession with both high-level positioning and low-level details to most effectively guide product development and messaging.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The document outlines an agenda for a workshop on messaging and storytelling. It includes exercises to improve messaging skills, giving feedback on creative work, and a recap of the messaging process. The objectives are to improve messaging for a product called CS5, build a better process for applying messaging skills going forward, foster teamwork, and provide guidance or instruction.
Sales: Targeting and Optimizing Your Interpreter Agency to Your Primary CustomerWing Butler
In this session, Wing will lead participants through a process that assists in identifying who the customer is, how to target them and how to optimize systems to track and close these customers.
Updated: You Have An Idea ... Do You Have A Business?Marty Kaszubowski
Marty Kaszubowski, president of General Ideas, provides advice on starting a business. He emphasizes finding a real problem to solve rather than a pre-conceived solution. The document discusses evaluating ideas for being deep, intelligent, complete, empowering and elegant. It also stresses experimenting to find a repeatable business model and determining the type of startup company being formed, such as lifestyle, small business, or scalable.
20 Ways to Shaft your Split Tesring : Conversion ConferenceCraig Sullivan
The document discusses common mistakes made in A/B testing and provides advice to avoid false or misleading results. It recommends integrating analytics to properly track and segment test results, running tests for sufficient time periods that include full business cycles to avoid false positives or negatives, and performing thorough quality assurance testing to prevent browser or device-related issues from influencing outcomes. The key is to design hypotheses based on solid customer insights and data rather than guesses, and continue testing until a representative sample is collected rather than stopping early just because a test appears significant.
Vijay Mohire presents a strategy for innovating a shoe company. He analyzes the company's profile, noting opportunities for improving vision/goals, reviews, employee satisfaction, and use of IT. Mohire assesses the need for innovation in areas like market surveys, client satisfaction, and leveraging the internet. He outlines choices to progress cautiously with a proof of concept or model store. Mohire offers to document current processes, make recommendations, and help engage partners to implement selected changes.
20 top AB testing mistakes and how to avoid themCraig Sullivan
This document discusses best practices for A/B testing. It provides guidance on several common mistakes made in A/B testing, including not testing for long enough, putting too much faith in confidence values, and self-stopping tests prematurely. The key recommendations are to test for at least two business cycles or purchase cycles, whichever is longer, continue testing until the predetermined end date regardless of early results, and make decisions based on error bar separation and sample sizes rather than confidence values. Testing best practices like collecting a large enough sample size and running whole cycle tests are emphasized to avoid false positives and draw reliable conclusions from A/B tests.
Impress Me or You're Dead — 5 Ways Recruiting Is Morphing Into MarketingHuman Capital Media
It’s an ugly truth — in the traditional applicant tracking system-friendly world, recruiters hold the power. Emboldened by technology that allows them to view resumes faster than a grocery store clerk scans a can of vegetables, recruiters typically spend five seconds or less evaluating each resume for a “fit” to the job in question. Could it get less personal?
But wait. Payback, as they say around the neighborhood, is, well, it’s full of retribution. Great candidates are increasingly making quick judgments about recruiters and the companies for which they work, often before a recruiter can pitch the job in question. What’s going on?
Join us for this webcast hosted by Kris Dunn of the award-winning recruiting blog “Fistful of Talent,” and we’ll give you the 411 on:
How social media and third-party sites like Glassdoor are creating transparency related to which companies are “employers of choice” for great talent.
How the best recruiters are starting to think like marketers, proactively nurturing passive candidates and truly building an employment brand.
Why that employment brand matters in today’s world and what branding elements are present in employers that are viewed as authentic by star candidates.
The top five marketing techniques recruiters must know to find and hire top talent.
How the right technology helps you survive the new rules for how great candidates judge and treat recruiters.
Impress them or you’re dead. Recruiters used to have the power, and maybe they still do with average talent. But if you want to land the best talent as a recruiter, you’re also being judged and evaluated by candidates. Join us for this Workforce webcast, and we’ll show you what your company can do to be successful and what you have to do to deliver great talent.
The document provides guidance on preparing for different types of job interviews. It discusses behavioral, situational, resume-based, industry/function-based, case-based, and guesstimate interviews. For each type, it provides examples of common questions and recommends how to prepare, including using frameworks like STAR and Porter's Five Forces. Mistakes to avoid are also outlined. The goal is to help candidates understand interview formats and structure their responses effectively.
The document provides guidance for entrepreneurs on starting a business. It outlines several key steps: initially developing a strong business model and idea; focusing on customer needs; and having a clear vision. Common reasons for business failure include personal conflicts, poor cash flow management, and an unclear vision. The document then details developing a business model by defining the customer problem and unique solution. It also emphasizes the importance of market feasibility, securing initial customers, and cash flow management.
This document provides 10 things for founders to remember when starting a business. It emphasizes that most startups fail, even for successful entrepreneurs, and stresses the importance of execution. Key points include prototyping ideas quickly, understanding the business model and how the company makes money, leveraging available technologies, having the right team, developing an effective marketing strategy, establishing a solid operations plan, focusing on sales, and creating a thorough financial plan. Overall, the document advises entrepreneurs to test ideas quickly and adapt based on feedback in order to successfully launch a new venture.
The document provides an overview of how to think like a startup. It discusses that startups should not follow traditional MBA advice and business plans, as no plan survives contact with customers. Instead, startups should focus on customer development to test hypotheses and pivot if assumptions are incorrect. The key is to get outside the building to validate assumptions and gather customer feedback through a minimum viable product. It also introduces the business model canvas as a tool to organize thinking about the key elements of a startup business.
SalesKoch is an advisory platform for sales professionals to guide early stage start-ups on enterprise sales strategies. We advocates entrepreneurial, guerrilla prospecting tactics that lead to shorter sales cycles and larger $$ deals.
Sales Training Program.
Covered:
1. Basic Concepts of Sales/ Marketing (7P/ 4A)
2. 50 Tips
3. BCG Matrix/ few other Marketing Concepts
4. Cases studies/ Practical Examples
5. Sales Process
6. B2B/ B2C etc.
Duration: 5 Hours.
The PPT has content which we covered for a university in India. It was Online session where students did role play, case scenarios etc.
Various Sales tips were discussed.
Real cases were discussed to give students a complete idea about sales process.
For customized plan, please connect at partner@edu4sure.com or call/ whatsapp at +91-9555115533
This workshop will provide you with the tools, techniques, and sales strategies on how to effectively penetrate your dream clients, as well as save you time and money.
Let’s face it, most startups do not have the budgets to spend on the fancy and expensive software products and hiring a full-blown sales team. In turn, they need to find alternatives that can still get the job done. To add, many buyers in today’s markets are bombarded by sales people each and every day so it’s important to understand the best approaches in order to differentiate yourself amongst the noise.
Below are a few areas that will be covered during this workshop:
- Creating a Powerful and Compelling 1-Pager – Value Proposition
- LinkedIn Outreach Strategies
- Sales Software - Email tracking / Databases, CRM etc.
- Email / Cold Calling Strategies
- Building your Prospect List - Research / Targeting
Boostrapping a company to 1 million in revenue - Denver Startup Week PresentatioJeff Gladnick
Jeff Gladnick bootstrapped a Hybrid SaaS/Agency company, Great Dental Websites with no outside investment and grew annual revenue to $1MM/yr. He'll share the great decisions he made as well as the terrible ones, the software stack he used and the strategy to acquire the first 200 customers without spending a single dollar on marketing.
Content marketing workshop in Athens with Michael Leander, part 2 of 2Michael Leander
Slide deck (part 2) from the content marketing workshop in Athens. Speaker and trainer Michael Leander shared his content marketing and inbound marketing experience with 33 top brand marketers and marketing agency folks.
The content marketing workshop was organized the The Institute of Communication and EDEE Greece.
TealiumCast Webinar: The Rise of One Size Fits No One: The Importance of Pers...Tealium
For years marketers have been talking about the benefits of talking to different audiences in different ways to maximize results. It is tough to argue against that approach, yet marketers are too often still creating generic visitor experiences and missing out on opportunities to truly connect with customers and prospects.
Hear what is holding marketers back from offering one-to-one experiences; ways to overcome common barriers; and tools and techniques for tailoring online and offline experiences to maximize success and client satisfaction.
KEY TAKEAWAYS:
Why generic messaging is a common trap, including clear-cut examples of where marketers have gone wrong
The 8 reasons why marketers struggle to offer more relevant customer experiences
Tools and techniques for achieving more profitable customer interactions
The difference between profile, behavior and segment-based customer targeting
Achieving real-time personalization through unified marketing
Similar to Lean startup & customer development (20)
This document provides an introduction to financial review and business valuation. It discusses several common approaches used to value businesses, including book value, discounted cash flows, market capitalization, and EBITDA. The mentorship aims to teach entrepreneurs how to assess factors that influence an investor's perception of business value and how to identify the appropriate valuation method based on a company's characteristics and the purpose of the valuation. While no single method fits all situations, using multiple valuation models is recommended to derive an accurate assessment of a business's worth.
This document provides information about active listening. It begins by defining active listening as making sure you actually hear and understand what is being said in a conversation. This involves focusing fully on the other person rather than thinking about what you will say next. The benefits of active listening include building connections and trust, solving problems, negotiating better, avoiding missing important information, and increasing productivity.
The document then provides a step-by-step guide to active listening, which involves staying focused on the speaker, allowing silence, occasionally paraphrasing what was said, encouraging the speaker if needed, and asking open-ended questions. It also includes examples of how actively listening can help in workplace situations. Finally, it suggests exercises and tips for improving
Questioning is an important skill that involves asking purposeful questions to gather information, encourage thinking, and generate new ideas. There are different types of questions such as open-ended, closed, leading, and rhetorical questions that influence the answers received. Developing strong questioning skills is beneficial for problem solving, learning, and improving outcomes. Organizations can foster a questioning culture by encouraging curiosity, challenging assumptions, and rewarding questions.
Creativity is described as bringing something new into existence that is both novel and valuable. It requires imagination and putting ideas into action, not just having ideas. Developing creativity skills is important for workplaces as it fosters innovation, better teamwork and problem solving, and attracting and retaining employees. Some techniques to enhance creativity include brainstorming, mind mapping, lateral thinking, and taking breaks from problems to allow the subconscious mind to work on solutions. Managers can support creativity by encouraging diverse perspectives on teams and rewarding novel ideas.
This document provides information on problem solving. It begins by defining problem solving as diagnosing the causes of a problem and developing an action plan to solve it. It then discusses the benefits of being a problem solver, including fixing issues, addressing risks, improving performance, and seizing opportunities. The document provides a step-by-step problem solving guide and lists tools for problem solving like improving attention, developing empathy, and choosing to find solutions rather than problems. It also provides two case studies as examples and describes some problem solving games that can be used with teams.
The document provides guidance on developing and demonstrating being initiative. It defines being initiative as the ability to be resourceful and introduce new courses of action through tenacity, resilience and determination. It then outlines various benefits of being initiative, such as increased visibility, learning new skills, and boosting one's resume. The document also provides tips for employees to show initiative, such as seeking more responsibilities, tackling challenges, and sharing knowledge. Finally, it discusses techniques managers can use to foster initiative in employees, like recognizing initiative examples and providing learning opportunities.
This document discusses critical thinking, defining it as the process of evaluating arguments and making judgments to guide beliefs and actions. It describes critical thinking as involving judging credibility, evaluating arguments, and distinguishing facts from opinions.
The document then provides tips for critical thinking, including asking questions like who, what, when, where, how, why, what if, so what, and what next. It discusses benefits like improved logical thinking, reasoning, interpretation, and decision making. Examples are given of how critical thinking can strengthen leadership, increase openness to change, and enhance analytical skills.
Finally, the document outlines tools and approaches for practicing critical thinking, like analytical thinking, questioning assumptions, and evaluating evidence. It provides a checklist
The document provides information about self-confidence, including its definition, importance, and benefits. Self-confidence is defined as trust in one's own abilities. It is important for success in work, relationships, and life. Developing self-confidence can provide benefits such as making powerful decisions, feeling more successful, embracing failure, and creating a better impression on others. The document also provides tips for building self-confidence, such as recognizing strengths, setting goals, getting prepared, and focusing on solutions rather than problems. Case studies demonstrate how developing self-confidence can help students succeed academically and empower young women.
1. The document discusses the definition and importance of innovation. Innovation is defined as the practical implementation of ideas that result in new or improved goods, services, or processes.
2. The benefits of innovation are also discussed, including improved productivity, reduced costs, and increased competitiveness. Innovation is important for progress and sustainability.
3. Several steps for innovation are provided, including understanding the problem, developing solutions, employing agile methods, and testing solutions with customers through iterations and pivots as needed. Resources for further learning about innovation are also listed.
This document provides information about self-discipline. It begins by defining self-discipline as creating new habits to improve oneself and reach goals through self-control and motivation. It describes characteristics of self-discipline like positive thinking, setting achievable goals, and rewarding progress. The document discusses why self-discipline is important for achieving goals, success in school/work, and order in organizations. It also summarizes studies on delayed gratification like the Marshmallow Test and outlines techniques to build self-discipline like visualizing goals and setting accountability partners.
Skills needed to Manage your SubordinateEmanuele Musa
What are the skills needed to manage your subordinates?
COMMUNICATION - Leaders help communicate the firm's vision and mission to employees. This provides direction and helps everybody identify the roles that best fit their skills and experiences. Through clear communication, leaders encourage their subordinates to act for the actualisation of objectives.
ACTIVE LISTENING - Healthy communication between leaders and team members establishes a foundation for trust. When your team members know that they will be heard, they can openly share their ideas and provide honest feedback. This, in turn, drives employee engagement and positive business outcomes, including innovation, productivity and profitability.
TEAMWORK - Teams can achieve higher levels of performance than individuals because of the combined energies and talents of the members. Collaboration can produce motivation and creativity that may not be present in single-contractor projects. Individuals also have a sense of belonging to the group, and the range of views and diversity can energise the process, helping address creative blocks and stalemates. By involving team members in decision-making, and calling upon each member’s area of contribution, teams can produce positive results.
FLEXIBILITY- Flexible leaders are those who can modify their style or approach to leadership in response to uncertain or unpredictable circumstances. In addition, flexible leaders can adapt to changes as they come. They can revise their plans to incorporate new innovations and overcome challenges while still achieving their goals.
SELF CONFIDENCE- To teach leadership without first building confidence is like building a house on a foundation of sand.leadership is about having the confidence to make decisions. If someone is afraid to make and commit to decisions, all of the communication and empowerment in the world won't make a difference.
ENTHUSIASM - Your attitude will determine your direction. Successful people are passionate about their work and the activities they engage in. For successful people, enthusiasm is a key driver of passion and achievement. While Enthusiasm comes from within, whether you’re enthusiastic or not is a choice.
Babele is a tech and consulting company that creates programs and digital tools to engage stakeholders in sustainable innovation. Their mission is to introduce a new paradigm in business based on open collaboration. They provide consulting services to design engagement strategies for stakeholders online and offline. Babele also created a SaaS platform for managing sustainability and innovation programs, which includes tools for e-learning, business modeling, mentoring, collaboration, and tracking key performance indicators. Some of Babele's clients include CBS, the United Nations SDSN, Bayer, and Caisse des Depots, for whom they have helped launch various open innovation and social entrepreneurship programs.
The document discusses multi-disciplinary thinking. It defines multi-disciplinary thinking as an approach that synthesizes ideas, tools, concepts and theories from multiple fields of study. It is an essential skill for the 21st century workforce as work becomes more complex. The document provides tips for developing multi-disciplinary thinking, such as taking courses outside one's field of study, engaging with professionals from other industries, and practicing synthesizing ideas from different areas to solve problems.
MILC project - 21century handbook - module 1Emanuele Musa
1. Critical thinking is the process of evaluating arguments and making judgments to guide beliefs and actions. It involves judging the credibility of sources, evaluating arguments, and distinguishing facts from opinions.
2. Critical thinking has benefits such as strengthening leadership, increasing openness to change, improving analytical skills, and enhancing learning and co-creation. It is an important skill for solving problems across many fields.
3. Case studies show how companies like Samsung use critical thinking in innovation management and how theaters use it to vary ticket prices to maximize revenues while maintaining affordability. Asking questions is part of developing critical thinking skills.
United Nations SDSN Program - user guide for entrepreneursEmanuele Musa
The document provides a user guide for entrepreneurs to join the Investment Readiness Program (IRP) community and social venture accelerator program on the online platform www.babele.co/irp. It outlines the steps to create an account, join the Y-GAP community, find and apply to their social venture, invite team members and advisors, follow the program framework by completing assignments, exchange with mentors, share challenges and get feedback, and upload files and documents. The guide provides instructions and screenshots to navigate through the different sections and complete the various components of the IRP.
We have proposed to the EU a virtual incubation program aimed at helping Micro and small social enterprises (spread across 9 Countries) that are highly affected by the Covid 19 crisis. The ambition is to help these companies increase their business + financial + sustainability literacy while working side by side with stakeholders to review strategy and increase their business model resilience. Several organizations started reaching out to propose the same program locally: we are currently planning cohorts in Greece and Uganda. For more info: manu@babele.co
Babele - accelerator management software for impact innovation programsEmanuele Musa
A network and a digital incubator to manage impact innovation programs, engage stakeholders in business modeling, online mentoring, co-creation and peer-collaboration.
Level up - First SDGs accelerator in CEEEmanuele Musa
Babele.co & Nod Makerspace are launching the first SDGs accelerator in Central & Eastern Europe, aimed at supporting the Sustainable Development Goals of the UN.
Here is the model:
- We invite different corporation choose 1 or more SDGs that they wish to support;
- We scout for different NGOs and social ventures promoting these SDGs;
- We let the corporate choose the venture that they want to adopt for the program;
Both venture and up to 10 employees from the sponsor company will attend the accelerator. The goal is three-fold:
- Support the social enterprise to scale its impact;
- Foster the entrepreneurial mindset of corporate employees;
- Use the program as a platform to develop a corporate-startup collaboration, focused on the SDG that both wish to support.
If you wish to learn more, please reach out to manu@babele.co
Babele - accelerators for greater impactEmanuele Musa
A network and a digital tool to manage accelerator programs, engage stakeholders in business modeling, online mentoring, co-creation and peer-collaboration.
Babele - a virtual incubator to engage stakeholders in innovationEmanuele Musa
This document describes a virtual incubator platform called Babele that aims to foster innovation within organizations. It allows teams to work collaboratively on innovation projects online. Key features include customizable innovation processes, online tutorials and templates, ways to engage stakeholders to provide feedback, and tools to organize projects, documents, and network members. The platform provides a centralized place for innovation work that aims to replace difficult email chains and open communication across silos. It also discusses how the company helps organizations structure collaborative processes and engagement strategies to effectively launch and run innovation programs using the Babele platform.
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How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
10. • Mismanagement of Available Funds
• Internal Issues
• Inadequate/Misleading Market Research
• Premature Scaling
• Lack of Focus and Flexibility
Top 10 reasons why startups fail
11. REDUCING RISK IS YOUR #1 GOAL
+ The idea is the trigger for an important mission
− It is the starting point – not the end goal
− Great execution is 10 times more important
− Failing to plan is planning to Fail
Don’t fall in love
with your first
Business Idea!
Bill Gross
Number #1 Reason: No Market NEED!
12. 5. FUNDING 4. GREAT IDEA 3. PLANNING
2. EXECUTION (TEAM) 1. TIMING
The 5 fundamental bricks to succeed?
13. Planning works in the presence of a
long and stable operating history
Create a new product or service under
conditions of extreme uncertainty
“No business plan
survives the first
customer contact”
You are not a micro-corporation
19. If we’re building something that no-body wants,
what does it matter if we accomplish it…
On time
On budget
With high quality
With beautiful design?
Achieving Failure: successfully executing a bad plan
Stop Achieving Failure
21. What effort
is WASTEFUL?
“My great Idea” What creates
VALUE?
Learn what the
customers want
Focus on building the right thing
22. • Focus on the solution
• 50 pages business plan
• Specify all features
• Development in Secrecy
• Complete product build
• Focus on the problem
• 1 page canvas
• Minimum viable product
• Continual customer input
• Continuous deployment
A consequence of the .COM bubble
23. Your plan is a bunch
of assumptions
You test the
most important
Keep on testing
HO HO…
NO
OK
A new forma mentis rooted on Agility
24. What if your key
hypothesis are
invalidated?
Pivot.
Change direction but
stay grounded in what
you have learned!
25. • No Traction
• Your solution is not liked
• Bad acquisition & retention
• Not willing to pay the price
PIVOT before is too late
26. Most startups Pivot…
First built for
Palmpilots
Was a podcasting
company
Was to be written
by experts only
Was invoicing for a
web design firm
Was a Database
company
Was side feature
of an MMO Game
27. • Zoom-in / out
• Customer segment / Need
• Business architecture
• Revenue Model
• Channels
• Technology
The you are,
the easier it is
to
Be Agile: Reduce the time between pivots
29. Speed wins!
If we can minimize the total
time through the loop we can
increase our odds of success!
(before we run our of money)
Continuous deployment
35. Focus on the Problem…Who’s?
Customer
A group of people or firms
who share similar characteristics.
Problem
Must be specific
to the segment!
«People are not recicling»
is not a problem someone has.
«Forgets the day of the week for collection»
«Confused how to sort plastics»
2 similar but yet
different problems!
37. Geographic Demographic Behavioural Psychographic
Local, National, Regional ,
Internationa, (city, state, or
even country of residence).
Ethnicity, gender, age,
marital status, income,
education, occupation.
Spending & consumption
habits, product usage
intensity, desired benefits
Personality traits, Social
class, values and lifestyle,
interests and opinions.
Major Cities
Man, Over 40y.o.,
200K€ Salary
Customers wanting a value
for money impulse buy
Behavioural
• The time of day they tend to shop and make purchases
• The time of year they shop and make purchases
• The routines they go through when shopping
• Their preferred place and method of shopping
• The ways in which they use what they‟ve purchased
+ + +
Driven and ambitious, care
about power and control,
expect to be noticed
Customer Segmentation
38. Geographic Demographic Behavioural Psychographic
• Major Cities in Western
Europe and North
America;
• At least 3 years old;
• Medium in size (team 5+);
• Have 2+ cohorts per year;
• Large Mentors network.
• Wish to make process
more efficient;
• Buy 3-5 months before
the program starts;
• Strong online component;
• Wish engage community;
• Stakeholders
participation;
Who are we
targeting?
Impact incubators
and Accelerators!
+ + +
We can find them in F6S.com, ANDE, Conveeners AT, etc.
Example with Babele
39. Sometimes you have too many
potential customer segments...
Market Size
How “many” of this type of
customer exist
Pay for value
How much we think they
will pay for this value
Accessibility
How easy is it to find, contact &
sell customers in this segment
How to prioritize customers?
43. 1. Functional Jobs
Complete a TASK E.g. cook a meal,
complete Math homework, eat healthier,
my KPI’s as an employee….
2. Social Jobs
Gain Power, Status: E.g. fit socially in
with a particular crowd, wowing my boss
with a PPT.
3. Personal/ Emotional Jobs
Feel good: e.g. be more successful with
women, succeeding at having dinner
with family every night…
! Job Context & Importance;
!! Don’t forget the influencers.
Customer Job
Find Taxi
Call Taxi
Give Directions
Pay
What are they trying to get done?
Convey an image
of success
44. What annoys the customer before,
during and after getting the job done?
1. Negative Emotions
(Frustrations)
2. Undesired costs & situations
(Time, money, un-performance and
mistakes)
3. Risks
(Technical, social and financial)
! Find the problem cause
E.g. Obstacles that prevent from starting
a job or completing a task.
!! Pains’ Urgency & Importance
Customer Pains
Find Taxi
Call Taxi
Give Directions
Pay
What obstacles are on their way?
Compete with
other customers
Wait a long time
Unsafe driver
Overcharged by
taxi
Fear of Dead battery
Lack of charging stations
Frequent Charging
45. E.g. Positive emotions, Functional
utility, social gains or cost savings.
1. Required Gains
Most basic gains expected E.g. iPhone has SMS
2. Expected Gains
Basic gains E.g. iPhone is sleek and visual
appealing
3. Desired Gains
Customer wish-list: easily synced with other
devices
4. Unexpected Gains
Innovation, revolutionized customer experience.
E.g. the touchscreen in the first iphone.
Customer Gains
Find Taxi
Call Taxi
Give Directions
Pay
What would make their life easier?
Compete with
other customers
Wait a long time
Unsafe driver
Overcharged by
taxi
Easy payment
Fair price
Arrives on time
Professional
46. Customer inspired innovation
Find Taxi
Call Taxi
Give Directions
Pay
Compete with
other customers
Wait a long time
Unsafe driver
Overcharged by
taxi
Easy payment
Fair price
Arrive on time
Professional
Taxi
smartphone
app
Professional driver
Sate time
Rating System
Visual Map
Instant Booking
No Cash
Assigned Driver
Cost system
47. Customer segment
Define all the segments
that come to mind.
Characteristics
Shortlist the most attractive
segments based on characteristics
Archetype
Define & rank Jobs, Pains
& Gains for each segment
Take 30 minutes
Geographic
Demographic
Behavioural
Psychographic
48.
49. Find Taxi
Call Taxi
Give Directions
Pay
Validate your assumptions first!
Compete with
other customers
Wait a long time
Unsafe driver
Overcharged by
taxi
Easy payment
Fair price
Arrive on time
Professional
50.
51. • Insights
• New use cases
• Referrals
• Testimonials
• Problems
Can‟t find customers willing to talk about their problems? You can‟t find customers.
Discover your customers
57. Focus on the early adopters!
They can die or be fired...
• Who are they?
• Where can you find them?
• How to observe / interview?
58. When do you stop?What do you want to learn?
1. Is the problem real?
2. Would they pay you to solve it?
3. What solutions do they use today?
1. Interview more than 10 people
2. Understand your first customers
3. Find most urgent pains & gains
Vs.
Prepare your interview
59. 1. SPAM Warning: never get your domain associated with spamming;
2. Personalize each email with a specific comment about the company, the person’s twitter profile, etc.
3. Highlight the problem you’re trying to solve quickly (2nd sentence) but keep it vague;
4. Keep it short (4 sentence max)
Get an
intro
Webinar
workshop
Mechanical
Turk
Cold call
Cold email
In case of Cold email
How to reach prospects for an interview?
60. Step 1: Let them explain who they are and their Role
• Get the customer to describe her world, using her words.
• Make sure you find the right person for your “problem context“
Step 2: Define Success
• “What does the Ideal Outcome look like for you?”
• Look for metrics and not generic statements
Step 3: Define the problems
• “What’s the hardest part about achieving that ideal outcome?”
• “Can you tell me about the last time that happened?” > ASK STORIES!
• “Why was that hard?”
• “What, if anything, have you done to solve that problem?”
• “What don’t you love about the solutions you’ve tried?”
The interview Script
61. 1. Do not talk about your idea;
2. Do not ask about the future;
3. Do not ask what they want.
Don’t ask:
• “What’s the hardest part about finding a
good vegetarian restaurant in a new city?”
• “What’s the hardest part about being a vegetarian?”
Ask:
• “What’s the hardest part about eating out as a vegetarian?”
How not to interview?
62. Tell me a story about
eating out as a
vegetarian?
The portions aren‟t
large enough”
I don‟t really trust that the
things I order are meat-free
A yelp search for
„vegetarian‟ returns results
like „Joe‟s All American Steak
House‟ with comments like,
„Don‟t bring your vegetarian
friends here.'
Example
63. Take 30 minutes
Early adopters
Who are they? Where can
you find them?
Customer discovery
Observation strategy?
Interview strategy & script?
Data Detective
Find relevant information
about your target.
64. Success
Learn to solve the
customer problem
Effectiveness
Maximize learning
minimizing the effort
Productivity
Figuring out the
right thing to build
Wrap-up
65. Customers would have liked the full product,
but the MVP sucks, so we abandoned the vision.
FALSE
NEGATIVE
But Customers don’t know what they want!
VISIONARY
COMPLEX
It would be faster to just build it right, all this
measuring distracts from delighting our customers
TOO BUSY
TO LEARN
Lean Startup FEARS
66. Be fast, react quickly Obsession with execution quality Bias towards ACTION
Listen & Learn as much as you can Do Whatever it takes Show up : Meet people
NEVER Give Up : Be relentless Be courageous Collaborate
67.
68. Platform
Complete assignments
& get feedback
Do 10 interviews
Take as much info as possible on
the people you are interviewing
Upload
Interview notes and
conclusions
This Module’s assignment