Lean at ITP - customer relationships and channels, always a fun discussion with students who can elegantly pivot between hardware and software and high end jewelry.
Lean at ITP - customer relationships and channels, always a fun discussion with students who can elegantly pivot between hardware and software and high end jewelry.
Great user experience design begins with great user experience teams and managers. This course will help user experience managers, leaders and aspiring leaders to create exciting, actionable strategies that will amplify the impact of their teams within their organizations. It will provide insights and approaches that have proven to be best practices across our field, and support their application to advance the strategies, overcome obstacles and drive change.
A simple step by step eye opener on why UX goes beyond the screen, and have an impact in how your organisation work, and innovate.
Written by Alexis Gérôme and presented in Paris - January 2019.
Using jobs-to-be-done to design better user experiences (UX Cambridge 2017)Neil Turner
"People don’t want to buy a quarter-inch drill. They want a quarter-inch hole." (Theodore Levitt, Harvard marketing professor). Jobs-to-be-done is one of those concepts that intuitively makes so much sense, and yet still isn’t that widely known or used. The idea that you should focus on the job that someone is trying to do, rather than just the means of achieving , is not a revolutionary one, but is nonetheless incredibly powerful and insightful. As Clay Christensen, one of the fellow architects of jobs-to-be-done, has said, "In hindsight the job to be done is usually as obvious as the air we breathe. Once they are known, what to improve (and not to improve) is just as obvious".
This interactive and hands-on workshop, from UX Cambridge 2017 covers how to use jobs-to-be-done to not only come up with innovative ideas, but to research and design better user experiences, regardless of whether someone is starting from a blank sheet, or improving an existing product or service.
It includes how to identify jobs-to-be-done, how to use job stories to help frame jobs-to-be-done and how to enhance personas, user journey maps and even user stories using jobs-to-be-done.
I joined Autodesk one year ago to help transform the 33 year old company from product centricity to experience centricity. This is the plan I put in place.
Identifying & Increasing your "Experience Quotient" (Patanjali Chary at Enter...Rosenfeld Media
Patanjali Chary: "Identifying & Increasing your 'Experience Quotient'"
Enterprise UX 2018 • June 14-15, 2018 • San Francisco, CA, USA
http://enterpriseux.net
Jumbo Cafe: Building the right solution with Dr. Sanna GaspardElaine Chen
Professor Elaine Chen, Director of the Derby Entrepreneurship Center at Tufts, will be joined by Sanna Gaspard, Ph.D., CoFounder & CEO of Rubitection in an interactive workshop on how to build the right solution that solves the right problems for your target customers. We will cover how to describe your solution concept so it speaks to your customers, how to think about your competitive advantage and how to position your solution so it is different and better than the alternative. We will use Sanna's company, Rubitection, a medical devices company, as a case study to see how these frameworks and skills apply in real life.
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
The world of business is changing at an unprecedented speed. New ways of thinking, feeling and doing are required to better equip companies and enable them to fully harness the potential of this remarkable future. These slides where used to a support a keynote speech by Steve Jennings, Better CIO and Futurist at the World Innovation Convention in Berlin on 3 December, 2015. #weareparticipation
How to design enterprise apps that sellInVision App
Your customers expect great UX from your enterprise app. So do you. With gnarly legacy code to wrangle, complex requirements to manage, and results to deliver, you need to have the right process. Arm yourself with techniques and methods to craft successful enterprise apps.
This in-depth webinar from Jessica Tiao of Kissmetrics gives you the tools, advice, and best practices you need to succeed.
What is the User Experience profession anyway and why are we doing this work? I want to help people make products people love. Some of us in the field are making products people love - what are they doing differently? What is Agile and how do we fit in? How do we rethink our profession in this world where technology and implementation move so fast? Get back to the core of what we do: connect customers and companies; understand our users (not just the ones who use the product, but those who use our services) and focus on the value we offer. Not the value of the test or the report, but the value of the intelligence we provide. The landscape has changed: people have higher expectations about the products and service they use. Things should just work, they shouldn't be hard. How can we help companies and product teams get there? This talk would be my take on the subject, I would love to hear yours too.
Culture @ FoodX ( previously Faasos ) - Internal document and hence no beautification. Anyone interested in working at our company should go through this. It outlines primarily our culture and how we conduct ourselves. This is not specific to any job. This is a ready reckoner for you to know what to expect if you happen to work here.
Getting started with Job to be Done researchFirmhouse
To build a successful new product or service you need to make something people will buy. Jobs to be Done help you to understand why people buy the products they do, and make something they will be willing to pay a premium price for. Learn how, at our Jobs to be Done workshop. We run our workshop monthly, more information: https://goo.gl/jvhnVM
Great user experience design begins with great user experience teams and managers. This course will help user experience managers, leaders and aspiring leaders to create exciting, actionable strategies that will amplify the impact of their teams within their organizations. It will provide insights and approaches that have proven to be best practices across our field, and support their application to advance the strategies, overcome obstacles and drive change.
A simple step by step eye opener on why UX goes beyond the screen, and have an impact in how your organisation work, and innovate.
Written by Alexis Gérôme and presented in Paris - January 2019.
Using jobs-to-be-done to design better user experiences (UX Cambridge 2017)Neil Turner
"People don’t want to buy a quarter-inch drill. They want a quarter-inch hole." (Theodore Levitt, Harvard marketing professor). Jobs-to-be-done is one of those concepts that intuitively makes so much sense, and yet still isn’t that widely known or used. The idea that you should focus on the job that someone is trying to do, rather than just the means of achieving , is not a revolutionary one, but is nonetheless incredibly powerful and insightful. As Clay Christensen, one of the fellow architects of jobs-to-be-done, has said, "In hindsight the job to be done is usually as obvious as the air we breathe. Once they are known, what to improve (and not to improve) is just as obvious".
This interactive and hands-on workshop, from UX Cambridge 2017 covers how to use jobs-to-be-done to not only come up with innovative ideas, but to research and design better user experiences, regardless of whether someone is starting from a blank sheet, or improving an existing product or service.
It includes how to identify jobs-to-be-done, how to use job stories to help frame jobs-to-be-done and how to enhance personas, user journey maps and even user stories using jobs-to-be-done.
I joined Autodesk one year ago to help transform the 33 year old company from product centricity to experience centricity. This is the plan I put in place.
Identifying & Increasing your "Experience Quotient" (Patanjali Chary at Enter...Rosenfeld Media
Patanjali Chary: "Identifying & Increasing your 'Experience Quotient'"
Enterprise UX 2018 • June 14-15, 2018 • San Francisco, CA, USA
http://enterpriseux.net
Jumbo Cafe: Building the right solution with Dr. Sanna GaspardElaine Chen
Professor Elaine Chen, Director of the Derby Entrepreneurship Center at Tufts, will be joined by Sanna Gaspard, Ph.D., CoFounder & CEO of Rubitection in an interactive workshop on how to build the right solution that solves the right problems for your target customers. We will cover how to describe your solution concept so it speaks to your customers, how to think about your competitive advantage and how to position your solution so it is different and better than the alternative. We will use Sanna's company, Rubitection, a medical devices company, as a case study to see how these frameworks and skills apply in real life.
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
The world of business is changing at an unprecedented speed. New ways of thinking, feeling and doing are required to better equip companies and enable them to fully harness the potential of this remarkable future. These slides where used to a support a keynote speech by Steve Jennings, Better CIO and Futurist at the World Innovation Convention in Berlin on 3 December, 2015. #weareparticipation
How to design enterprise apps that sellInVision App
Your customers expect great UX from your enterprise app. So do you. With gnarly legacy code to wrangle, complex requirements to manage, and results to deliver, you need to have the right process. Arm yourself with techniques and methods to craft successful enterprise apps.
This in-depth webinar from Jessica Tiao of Kissmetrics gives you the tools, advice, and best practices you need to succeed.
What is the User Experience profession anyway and why are we doing this work? I want to help people make products people love. Some of us in the field are making products people love - what are they doing differently? What is Agile and how do we fit in? How do we rethink our profession in this world where technology and implementation move so fast? Get back to the core of what we do: connect customers and companies; understand our users (not just the ones who use the product, but those who use our services) and focus on the value we offer. Not the value of the test or the report, but the value of the intelligence we provide. The landscape has changed: people have higher expectations about the products and service they use. Things should just work, they shouldn't be hard. How can we help companies and product teams get there? This talk would be my take on the subject, I would love to hear yours too.
Culture @ FoodX ( previously Faasos ) - Internal document and hence no beautification. Anyone interested in working at our company should go through this. It outlines primarily our culture and how we conduct ourselves. This is not specific to any job. This is a ready reckoner for you to know what to expect if you happen to work here.
Getting started with Job to be Done researchFirmhouse
To build a successful new product or service you need to make something people will buy. Jobs to be Done help you to understand why people buy the products they do, and make something they will be willing to pay a premium price for. Learn how, at our Jobs to be Done workshop. We run our workshop monthly, more information: https://goo.gl/jvhnVM
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
Mark Edwards, Leadership and Strategy Programme Director at London Business School, considers ways of improving the stickiness of learning by examining a range of aspects, from the desire to learn to the ways the learned lessons can be applied.
Mark will be hosting a webinar, on 7 October, in which he will explain how you can embed effective learning and understand employees’ motivations. Sign-up: http://www.changeboard.com/events/exclusive-changeboard-webinar-the-stickiness-of-learning-how-to-ensure-your-learning-strategy-makes-an-impact
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
If You Build It, Will They Come? - How to Increase Learning AdoptionB.J. Schone
Designing and building learning materials is a tough enough job, but what happens when you spend weeks or months on a project and nobody even bothers to use it? This presentation will explore more than a dozen ideas for increasing user adoption of learning materials through a series of strategies and tactics you can begin using immediately.
Increasing user adoption requires an in-depth understanding of your users, including their jobs, behaviors, wants, and needs. Once you understand these elements, you can design your implementation approach and introduce on-going activities to increase adoption.
In this presentation, we will explore the psychology of the user, the intent of the organization, and the actions you can take as a learning professional to drive adoption and improve the performance of your users.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
Business Models and Entrepreneurial Strategy for Parsons BBA program - Senior Year course in startup formation, managing through uncertainty, developing entrepreneurial mindsets
Introduction and workshop to develop student team concepts into business model hypotheses. Focused on value proposition design, customer segments, and the rest of the Business Model Canvas.
How to get, keep and grow customers, in relationships and channels. We discussed moving from customer research quantitative tests in this action-packed workshop.
How do you make decisions using the Business Model Canvas? By understanding WHY you are starting a company. Your values, motivations, and the Founder's Dilemma.
Business Model Validation course at 30 Weeks, the Designer-as-Founder Incubator in NYC focus on finding business model potential, individual founder motivations, and qualitative and quantitative validation
Why do we start startups? A good question for the inaugural class of the NYC Media Lab. Covering Motivation, Lean, Business Model Canvas, the Rich/King Dilemma, and Scale Outcomes
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
Dining Tables and Chairs | Furniture Store in Sarasota, Florida
NYU ITP Lean Class 1 2.2.2015
1. Class 1 / 12
January 26, 2015
Jen van der Meer | jd1159 at nyu dot edu
Josh Knowles | chasing at spaceship dot com
LEAN
AT NYU ITP
Rockets Sketches borrowed from Harry Allen Design
2. 6:30 – 7:20
Course overview
7:20- 8:00
Quick concept descriptions business model canvas exercises
8:00 – 8:15
Break
8:15 – 9 ish
Guest Speaker: Tammy Kwan, Cognitive Toy Box
TODAY:
3. Jen van der Meer, Adjunct Professor at ITP since 2008
ITP courses + workshops: Bodies and Buildings, Products Tell Their
Stories, ITP VC Pitchfest, Reason Street, Angel Investor, Health Data
Challenges, Judge for startup competitions, + SVA PoD
Josh Knowles, ITP ’07
15+ years as an independent developer/consultant, working with
numerous brands and start-up clients (currently under the aegis of
Frescher-Southern, Ltd.)
ITP TEACHING TEAM
8. We embrace a creative, iterative, and collaborative
approach to making things -- but launching a product out
into the world takes a somewhat different set of skills.
How do we make sure people want to use what they
make?
How do we create a business plan to support the idea?
Is the idea strong enough to turn into a job -- or a career?
LEAN AT NYU ITP
9. Experiential course in entrepreneurship
Informed by Steve Blank’s Lean Launchpad and the NYU
Summer Launchpad Accelerator,
We are applying the curriculum developed at Stanford and
Berkeley for the ITP culture and NYU community.
This course has been developed with support from the
NYU Entrepreneurship Initiative, and aims to mix the best
of the methods from the Lean Launchpad methodology with
the best of ITP's culture and practice.
BEST OF BOTH
13. .
ITERATIVE SEARCH FOR A BUSINESS MODEL
Students work in self-formed teams of 3-4 to develop their
business model and product/service over the course of the
semester.
The focus of the course is the work of:
Customer development, speaking directly to potential
customers to help define opportunities that the startup is
designed to solve. We’ll go deeper into design approaches
to understanding through empathy.
Agile development: utilizing UX methods and tools to
ground teams in an understanding of how to launch a
minimally viable product.
15. .
CLASS TIMEFRAME AND CADENCE
Walk through the full canvas
Build to MVP, space for iteration
16. .
CLASS TIMEFRAME 2015
2/2
Business Models
Customer Development
2/9
Value Proposition
Research tools
2/16
President’s Day
2/23
Customer Segments
Research Tools
3/23
Spring Break
3/9
Customer Relationships
Product Development
3/23
Resources
Activities + Costs
3/30
Product Development
UX and User Interface
Design
4/6
UI UX Part 2
4/13
Product Development
User test
4/20
Product development
4/27
Product MVP
May!
Delicious Celebration
Lessons Learned
3/2
Revenue Streams
Distribution Channels
18. MENTOR ROLE
• Mentors play an active role in weekly coaching of a specific team of 3-4 students. The role of the
mentors is to help the teams test their business model hypotheses, and .
• Offer teams strategic guidance and wisdom:
Offer business model suggestions
Identify gaps in the team’s business knowledge and suggest areas of inquiry and
customer development that can help address those gap
Guide you through a pivot
• Provide teams with tactical guidance every week:
Review teams’ weekly presentation before they present in person or over
skype/hangout
Comment weekly on teams’ project blog
Respond to the teaching team’s critique of their team
Offer network help: “Why don’t you call x? Let me connect you” but their job is not to build your
network for you
Coach the teams to make 5 to 10 customer contacts/week
Check in with teaching team twice over the semester to discuss student progress
19. TEACHERS, MENTORS AND ADVISORS
• Why we are doing this? We all see this class as an opportunity to
help the startup ecosystem of NYU, and NYC
• Teachers are here to provide guidance and support and ensure
you can grasp the practice of customer development and agile
development, and get to an MVP
• Mentors have volunteered to coach a specific team – and provide
guidance with business model development, and prioritizing
features for the MVP
• Advisors have volunteered to be on hand to answer your
questions, provide specific expertise, and connect you to who you
need to know
• Some have experience in Lean, others are here to learn more
about lean and contribute
20. MENTORS + TEAMS
Team matchup for next week
John Krasnodebski, Shutterstock
John Bachir, Medstro
Sarah Krasley @sarahkrasley
Autodesk, Sustainability, Berkeley
21. WHAT TO EXPECT OF MENTORS
• Proactively set up office hours here or at their convenience
• Mentors are available to help you through the work of determining
your business model, working through the business model canvas
• Mentors will help connect you to people you need to meet during
customer development (but this responsibility is ultimately yours)
• Later on in the semester, as you continue customer development
but move forward to launch an MVP, mentors are there to coach
you through timing, priorities, and pacing
• They are coaches, but not minders – you have to do the work of
orchestrating to fit into their schedules
22. WHAT TO EXPECT OF ADVISORS
• Advisors are likely time constrained, but eager to help
• Advisors are available for counsel and advisory, and connections
• We’ll publish a contact list but lean on us to make the first intro
and set context, as each advisor has their unique perspective and
constraints for availability
• Advisors based in NYC will come to the Lessons Learned day at
the end of the semester
23. WHAT TO EXPECT OF TEACHERS
• We are here to help – reach out whenever you need it within
reason.
• Office hours Jen: 5-6 on Mondays, (but schedule) or schedule
time at my office in Meatpacking: jd1159 at nyu dot edu
• Josh office hours: 5-6 on Mondays
24. WHAT WE EXPECT FROM YOU
• Humility
• Ask for help
• Tell us who you need to meet with – someone here knows the
person you need to find
• Motivation to try your hand at entrepreneurship
• Look at the videos, they are short
• Get the book, it’s a nice book to have, and it has drawings
• At least 5 interview with customers, per week
• (Last year every team did way more than that)
• Flexibility and collaboration working on a buildable MVP
26. .
WHAT IS A BUSINESS MODEL?
A business model describes the rationale of how an organization creates,
delivers, and captures value… for companies, customers, and society
Business model canvas : can become a shared language that allows you to
easily describe and manipulate models to create new strategic alternatives
Described through 9 basic building blocks that show the logic of how a
company intends to make money
Business Model Generation
Alexander Osterwalder
27. BUSINESS MODEL CANVAS
Who are
our key
partners?
What key
activities do our
value
propositions
require?
What key
resources do
our value
propositions
require?
Which one of
our customers
problems are
we helping to
solve?
What needs
are met?
What is the
product/service
?
How will we get
keep and grow
customers?
Through which
channels do
our customer
segments wish
to be reached?
For whom are
we solving a
problem /
needs met
Who are the
customers
Does the value
proposition
match the need
Single sided or
multimarket?
CONCEPT HERE
What are the most important costs in
our business model?
What is the revenue model? What are
our pricing tactics? For what value
are customers willing to pay?
28. THE SHIFT – FROM PUSH AND MARKET TO
CUSTOMER DEVELOPMENT
28
The Four Steps to the Customer Epiphany by Steve Blank
29. The Customer Development
process changes the way
startups are built
Startups are not smaller
versions of large companies
A startup as a “temporary
organization designed to
search for a repeatable and
scalable business model”
• Co-founded 8 startups.
• 1996: E.piphany
• 1998: $3.4 MM sales
• 1999: IPO raised $72 MM
• Author of Four Steps to the Epiphany, Startup
Owner’s Manual
FIRST CAME STEVE
30. Continuous customer
interaction
A startup is an experiment
A hypothesis to be tested
Assume customer and
features are unknowns
Low burn by design
Are we on the path to a
sustainable business• Founded IMVU
• Parallels between Lean and Agile, caught fire in
the startup community for software businesses,
particularly mobile and SaaS models.
THEN CAME ERIC
31. 31
WHAT CAME BEFORE STEVE AND ERIC
Lean Manufacturing
Total Quality
Management
Kanban
Continuous
Improvement
Agile
33. The Kanban Method respects the human condition. People resist
change for emotional reasons. When change affects their self-image,
self-esteem, or position with a social group, people will resist and the
resistance will be emotional.
The Kanban Method adopts the Zen Buddhism concept that "water
goes around the rock." Hence, it focuses on changes that can be made
without invoking emotional resistance, while visualization and limiting
work-in-progress raise awareness of deeper issues allowing for an
emotional engagement that helps to overcome resistance.
Now take a deep, cleansing breath. Again.
33
KANBAN
34. 34
AGILE AND LEAN INFLUENCES
DESIGN RESEARCH
(Ethnography)
DESIGN THINKING
(IDEO, Dschool)
35. We’ll work on integrating design thinking practices
Deeper UX methods
Ethnography, particularly participant observation
Customer interview techniques
To get us deeper into unmet needs, latent and hidden needs
Over the course of the semester
And contributing back to how Lean LaunchPad evolves
35
LEAN IS NEW AS A MOVEMENT, AND IS EVOLVING
38. .
STEP 1: CUSTOMER DISCOVERY
Customer discovery translates a founding team’s vision for the company into a
hypothesis about each component of the business model and creates a set of
experiments to test each hypothesis.
Customer discovery is not about collecting features lists from prospective
customers or running lots of focus groups.
The founders define the product vision and
then use customer discovery to find
customers and a market for that vision.
-Steve Blank, The Startup Owner’s Manual
39. Total
addressable
market
Total addressable: how big is the universe?
Served available market: how many can I reach with my sales channel?
Target market: who will be the most likely buyers?
Served
available
market
Target
market
ESTIMATE YOUR TOTAL ADDRESSABLE MAKRET
40. .
NEXT WEEK PREP:
Alexandar Osterwalder on Business Model Canvas Video
Read: Business Model Generation pp. 14-49.
Video Lecture: Value Proposition
Talk to at least 5 potential customers. Post first discovery narratives on your
team blog.
41. .
NEXT WEEK PRESENTATION:
Prepare a presentation – guidelines below:
· Cover slide
· Latest version Business Model Canvas with changes marked
· Market size (TAM, SAM, Target Market)
Total addressable: how big is the universe
Served available market: how many can I reach with my sales channel?
Target market: who will be the most likely buyers?
· Propose experiments to test your value proposition. What constitutes a
pass/fail signal for each
test?
ask yourself what you want and then you work backwards
Business model – the rationale of how an organization creates delivers and captures value
How to define, think, and draw a business model. Us e this as a tool to sketch out your business model. Take time to think about the alternate possibilities. Ask yourself difficult questions.
Mainstream management principles are not suited for the chaos and uncertainty that startups must face.
Prior to lean manufacturing – managers would focus on the utilization rate of a machine.
If a startup builds something that no one wants, it doesn’t matter if it’s on time and on budget.
Revenue goals from the first day.
No scaling until revenue. Are we on the path to a sustainable business.
Speed wins.
Get to each pivot sooner.
http://lifeasahuman.com/files/2011/01/4183278431_9e130bcda5_b.jpg
Water goes around a rock
Estimating TAM and SAM and target market is a good starting point for the
market size hypothesis. Customers will help turn these hypotheses into facts.
http://ultralightstartups.com/wp-content/uploads/2012/04/Steve-Blank-Market-Sizing.pdf