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Lean Startup Customer Development Interview
The document provides an overview of the Lean Startup methodology. It discusses: 1) Traditional approaches to starting companies often involve writing business plans, raising funding, and building products without customer feedback which leads to high failure rates. 2) Lean Startup flips this process by focusing first on discovering customer problems through interviews and validations, then rapidly building minimum viable products to test solutions with customers. 3) The goal is to gather feedback to learn which assumptions are valid and pivot as needed, rather than wasting resources on solutions customers don't want. This allows startups to succeed by developing products customers need.
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Lean Startup Customer Development Interview
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- 3. Inspirations Customer Development + LeanManufacturing + Agile Software Development ___________________________ = Lean Startup
- 4. 90% of startupsfail Only 4% make it to $1 million turnover
- 5. How startups arebuilt? Start with an idea ☟ Write Business Plan ☟ Raise $$ ☟ Build Product ☟ Launch ☟ Marketing ☟ 90% chance to fail
- 7. No business plansurvives first contact with customers Steve Blank - godfather of the Lean Startup
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- 9. Achieving Failure = Successfullyexecuting a bad plan On budget, on time, well designed? “There is nothing so useless as doing efficiently what should not be done at all.” Peter Drucker (1909-2005)
- 10. Agile Product Development “ProductOwner” or in-house customer Problem: known Solution: unknown
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- 12.
- 13. Can it bedone? Should it be done?
- 16. A startup isa temporary organization formed to search for a repeatable and scalable business model Steve Blank
- 17. Execute Exploit Planning Predictable outcome Do notfail Optimize VS Search Explore Experimenting Unexpected Discovery Test & fail Learn
- 18. Reactive and notperfect Adaptability over planning
- 19. Learn if yourassumption is true of false True: move on to the next riskiest assumption False: review your hypotheses Select the riskiest assumption Build an experience or MVP to test this assumption on the market. Measure customer behaviours during that experience
- 20. You are wastingif you are not learning
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- 23. Search Validate Grow Problem/ Solution Product / Market Scale Customer Discovery Customer Validation Company Building Customer/Problem Solution Delivering Value Retention Channels Growth Engine Pricing Virality, CAC, CLTV Sales Execution Scale Organisation Scale Operations Scale Delivery Quality Quantity Growth Experiment Problem interview Solution interview Concierge Landing Page Mock Sales Crowd funding MVP Optimisation ☞☞
- 24. Diffusion process Source: thediffusion process, by Joe M. Bohlen, George M. Beal and Everett M. Rogers, 1957
- 25. Source: the diffusionprocess, by Joe M. Bohlen, George M. Beal and Everett M. Rogers, 1957 Target micro-segment
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- 27. A startup isa temporary organization formed to search for a repeatable and scalable business model Steve Blank
- 28. Turn your hypothesesinto facts Based on the outcome, pivot or persevere. Go back to step 1. Identify the riskiest assumption from your business model. Design and run an experiment that can prove the hypothesis true or false. 1 2 3
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- 30. The better youknow your customers the better you can help them Iain Wallace - 2015
- 31. Problem? Need? Pain?Desire? Think job-to-be-done...
- 32. Customer don’t justbuy products. They “hire” them to do a job. Clayton Christensen
- 33. People don’t wantto buy a drill. They want a hole. Theodore Levitt - 1962
- 34. Customer Discovery: Find aproblem worth solving for your customers
- 35. Don’t Survey Questionnaire Focus group Market Study Yourpersonal experience Conversation with friends Customers Discovery Do ● Observation ● Interview ● Role play ● Games ☞ Behaviours
- 36. Question: “I like theidea of having one portable device to fulfill all my needs” Sources: http://universalmccann.bitecp.com/um_report_pttp_lr3.pdf http://www.gsb.stanford.edu/news/headlines/itamar-simonson-emanuel-rosen-how-digital-age-rewriting-rule- book-consumer-behavior Market study: No need for iPhones in 2007 Conclusions: “Users not motivated to replace their digital cameras, cellphones and MP3 players with one device that did everything.” “No need for a convergent product in the U.S., Germany and Japan”
- 37. It’s really hardto design products by focus groups. A lot of times, people don’t know what they want until you show it to them. Steve Jobs
- 38. If I hadasked people what they wanted, they would have said faster horses Henry Ford
- 39. what people do what people think whatpeople say Franck Debane @fdebane
- 40. How to understandthe customer need? Observation witness the customer experiencing the problem methods: day in the life, shadowing, video journal, fly in the wall Interviews listen the customer talk about the problem, ask questions this is called Problem Interview Immersion
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- 42. GET OUT OFTHE BUILDING
- 43. How to do CustomerInterviews?
- 46. Be like Columbo Nicewith everyone Look at the problem from all possible angles Trust no one Draw your own conclusions based on FACTS
- 47. Interviews are hard Empathyand Active listening (no questionnaire) Forget your idea Focus on the customer problem
- 48. Guide and Drill Learn,be curious Ask why. Why why. Be nosy. Find facts and avoid opinions Watch for bias
- 49. Ask about pastevents
- 50. Do you getheadaches frequently if so how often? Do you get headaches occasionally if so how often? Source: John Hayes, Interpersonal Skills at work. Routledge 2002 referencing Loftus, 1975 2.2 / week 0.7 / week
- 51. What you candiscover Bigger problems the customer has Alternative solutions Cost of the problem How customer looks for solution Root causes of the problem Key insights to design a solution Pain level...
- 52. has the problem awareof having the problem looking for a solution hacked a solution pay for a solution Pain level… Early adopter?
- 53. 1. What doyou do when you have this problem? 1. What else did you try? 2. Tell me the last time you had this problem... 3. How much would you pay for this? 4. Why did you do this? 5. Does it happen to you often? 6. How much does it cost you?
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- 55. Go with apartner Understanding Notes Bias
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- 57. Starting the conversation Justone person “I am doing a research on ...” Smile. Make them comfortable Trust and complicity About them
- 58. After the interview Thankyou Answer questions Ask for introductions and referrals Debrief with partner
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- 60. Tangible proof of commitment Somethingthat has a cost for the buyer
- 61. Tangible proof ofcommitment Money - pre-order Check - to cash later A signed agreement - with blood? Invitation to another meeting - location? An email, phone number, access to friends list Access to their sensitive data Something that is valuable...your ideas...
- 62. 1. I loveit, it’s amazing. 2. That’s great. Please let me know when it’s ready. 3. I will surely buy this! 4. When it’s ready, I will tell my friends. 5. This sucks! 6. Amazingly awesome! 7. I love it. Here is my money...
- 63. Unless commitment is made,there are only promises and hopes; but no plans Peter Drucker