The document summarizes the journey of four engineers who went through Stanford's Lean LaunchPad class to develop an MVP for a startup idea. Over nine weeks, they tested several hypotheses through customer interviews but were unable to find product-market fit. Their final idea involved personalized recipe recommendations but they determined it was not a viable business due to high customer acquisition costs and an unproven revenue model. They learned important lessons about customer discovery, competition, and the importance of prioritizing revenue.
The document discusses evidence-based entrepreneurship and investment readiness levels (IRL). It presents the Lean Startup methodology, customer development, business model canvas, agile engineering and hypotheses testing as part of the evidence-based methodology. It discusses how IRL can assess project maturity similar to NASA's technology readiness levels (TRL) by focusing on data from experiments and customer interviews. Several examples are presented of teams applying this methodology in NSF programs to validate hypotheses, the business model and determine IRL.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
This document outlines Steve Blank's development of the Lean LaunchPad methodology for startups. Some key points:
- Blank observed that startups are not smaller versions of large companies, but rather temporary organizations that search for a repeatable and scalable business model.
- He developed the Customer Development process to systematically test business model hypotheses outside the building through customer interviews.
- Eric Ries extended this with Agile Development principles to create the Lean Startup methodology.
- The Lean LaunchPad applies this evidence-based, experiential approach through a 10-week training program to help life science startups validate commercialization opportunities for new technologies.
Steve blank moneyball and evidence-based entreprenuership Stanford University
The document discusses the Lean Startup methodology and the development of an Investment Readiness Level (IRL) framework analogous to NASA's Technology Readiness Level. It describes how the IRL evaluates a startup's progress based on data, moving from the initial hypothesis stage through validating the problem and solution fit, and product/market fit on both sides of the Business Model Canvas. The IRL is intended to quantify risk levels for startups based on evidence gathered through customer development and experimentation.
The presentation captures the essence of case study I wrote for ICBM's Intl Case Competition. The case attempts to capture the spirit of continuous strategic innovation, despite blurring industry lines, insufficient data, evolving technologies & unstated customer needs. How do you decide to chase one strategy rather than another? What is short term? What is long term? When do you stay put, modify or abandon the strategy?
Class 1 - course overview Berkeley/Columbia Lean Launchpad Xmba 296tStanford University
The document provides an overview of the Lean LaunchPad course, including its objectives, structure, teams, projects, grading, and intellectual property guidelines. The course aims to teach students how to evaluate business opportunities, develop business models, conduct customer discovery and validation, and operate with insufficient data. It focuses on startups with scalable business models and opportunities over $500 million in size.
The document discusses evidence-based entrepreneurship and investment readiness levels (IRL). It presents the Lean Startup methodology, customer development, business model canvas, agile engineering and hypotheses testing as part of the evidence-based methodology. It discusses how IRL can assess project maturity similar to NASA's technology readiness levels (TRL) by focusing on data from experiments and customer interviews. Several examples are presented of teams applying this methodology in NSF programs to validate hypotheses, the business model and determine IRL.
The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
This document outlines Steve Blank's development of the Lean LaunchPad methodology for startups. Some key points:
- Blank observed that startups are not smaller versions of large companies, but rather temporary organizations that search for a repeatable and scalable business model.
- He developed the Customer Development process to systematically test business model hypotheses outside the building through customer interviews.
- Eric Ries extended this with Agile Development principles to create the Lean Startup methodology.
- The Lean LaunchPad applies this evidence-based, experiential approach through a 10-week training program to help life science startups validate commercialization opportunities for new technologies.
Steve blank moneyball and evidence-based entreprenuership Stanford University
The document discusses the Lean Startup methodology and the development of an Investment Readiness Level (IRL) framework analogous to NASA's Technology Readiness Level. It describes how the IRL evaluates a startup's progress based on data, moving from the initial hypothesis stage through validating the problem and solution fit, and product/market fit on both sides of the Business Model Canvas. The IRL is intended to quantify risk levels for startups based on evidence gathered through customer development and experimentation.
The presentation captures the essence of case study I wrote for ICBM's Intl Case Competition. The case attempts to capture the spirit of continuous strategic innovation, despite blurring industry lines, insufficient data, evolving technologies & unstated customer needs. How do you decide to chase one strategy rather than another? What is short term? What is long term? When do you stay put, modify or abandon the strategy?
Class 1 - course overview Berkeley/Columbia Lean Launchpad Xmba 296tStanford University
The document provides an overview of the Lean LaunchPad course, including its objectives, structure, teams, projects, grading, and intellectual property guidelines. The course aims to teach students how to evaluate business opportunities, develop business models, conduct customer discovery and validation, and operate with insufficient data. It focuses on startups with scalable business models and opportunities over $500 million in size.
This document discusses key partners and how to leverage partnerships effectively. It notes that partners can help with faster time to market, broader product offerings, more efficient use of capital, unique customer knowledge or expertise, and access to new markets. There are two types of partner ecosystems: coordinated partnerships focused on efficiency and transactional relationships, and collaborative partnerships focused on expertise, innovation and market development through relationship-building. The document provides examples like Boeing, mobile apps, and Groupon and their partnership models. It outlines risks of partnering like misaligned goals and notes the best partners are customers, suppliers, and channels that have incentives aligned with your success. It recommends starting partnerships slowly, being a good partner, focusing on ownership, flexibility, and
The document outlines an agenda for a two-day workshop on business models and customer development. Day one covers introducing customer development, developing a value proposition and identifying customer segments. Students work on an initial business model canvas and present it. Day two focuses on customer relationships, revenue streams, partners, resources/costs, and concludes with a customer development manifesto. The agenda emphasizes learning customer development strategies through hands-on exercises and student presentations of their business model canvas and customer discovery plans.
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
E-Team Grant Program Webinar PresentationVentureWell
VentureWell is a nonprofit that supports early-stage science and technology innovators through programs, funding, and networking opportunities. The E-Team program provides grants up to $25,000 to multidisciplinary student teams working to commercialize STEM-based inventions with social or environmental impacts. To apply, teams must submit a proposal outlining their technology, business model, team, and work plan. Successful proposals demonstrate technical and market feasibility, commercial potential, team expertise, and measurable social impacts. VentureWell then provides intensive workshops and coaching to help teams validate their ideas and advance their ventures.
A successful startup/product company needs to master the art of validating early product ideas quickly and effectively. Whether you are building a product, service or a new feature, the two most important questions to find out early are:
* are we solving the right problem?
* if yes, how do we pitch the idea to the target customer to generate a favourable action?
During this session, we'll focus on various safe-fail experimentation techniques used by Lean Startups for quickly identifying and validating the customer's value hypothesis, without having to build the real product. You will leave this session equipped with various MVP design techniques, that will allow you to rapidly discover a viable product/service that delights your customers, without spending a lot of time and effort.
Traditionally, entrepreneurs believed that the only way to test their product/service hypothesis was to build the best-in-class product/service in that category, launch it, and then pray. Most often, products/services fail, not because they cannot be built or delivered. But because, they lack the market-fitment and customer appeal.
To avoid these risks, these days startups are focusing on building a "Minimum Viable Product" (MVP), a product that includes just enough core features to allow useful feedback from early adopters. This reduces the time to market and allows the company to build subsequent customer-driven versions of the product. Hence mitigating the likelihood of wasting time on features that nobody wants. MVPs are typically deployed to a subset of customers, such as early adopters that are more forgiving, more likely to give valuable feedback.
However the problem with MVPs is that companies still spend too much time building stuff and very little time learning. Don't forget the purpose of MVP is validated learning NOT building. This session will give you ideas on how to quickly formulate and test your value and growth hypothesis in a scientific framework using extremely cheap MVP techniques collectively referred to as MVP Design Hacks.
More details: http://agilefaqs.com/services/training/crafting-out-mvps and http://agilefaqs.com/services/training/product-discovery
The Minimum Viable product and why it is critical for a startup. How to get from an idea to an MVP through a prototype. How to speed up your software prototyping process. Techniques to help you experiment and capture feedback.
As a founder, It is very important to deeply understand the notion of the MVP. You need to use it as part of a method or a framework to help you make better product decisions – and mitigate or avoid known risks. So this definition by Eric Ries, defines the MVP as ‘ …a product with just enough features to satisfy early customers, and to provide feedback’.
Your MVP must solve the problem for your customers; your users should get value out of it; your MVP should be good enough so the users engage with it and potentially pay for it;
Your early customers should be so happy with your product to act as promoters – to recommend it to others and publicly share positive feedback.
https://www.theinnovationmode.com/
This document discusses personal libraries and demand creation for week 5. It provides survey results from users on how they currently organize papers and citations. It also shows the most important factors for users in choosing a paper management system. The document discusses testing Google and Facebook advertising campaigns. It notes some virality from referrals but that collaboration features are not highly engaging yet. It proposes expanding the product from a reference manager to supporting ebooks and other digital content.
Data-Driven Requirements for User-Stories on JustAnswerVlad Mysla
Process of switching to Data-Driven Requirements for User-Story creation. It has information about internal JA tools, which isn't useful for anyone outside the company.
This document contains notes from a Lean Launchpad class on digital health startups. It discusses developing an early option that maximizes contribution, identifying key criteria for early adoption and validation partners. It emphasizes the importance of talking to potential customers to build relationships and credibility before presenting data. Directly targeting the top ten most interested companies can create the most value by delivering something for their pipeline. Overall, the document provides guidance on using the Lean Launchpad approach to generate early revenue and deliver an MVP to key customers.
Getting Started with Product Analytics - A 101 Implementation Guide for Begin...Vishrut Shukla
The document provides an overview of a workshop on getting started with product analytics for beginner and aspiring product managers, outlining why analytics is important for product development, how to plan an implementation by gathering requirements from stakeholders and choosing tools, and important considerations like backing up your primary analytics with a secondary implementation. It also includes examples, activities, and "commandments" or best practices for setting up an effective product analytics system.
This document introduces the Three Horizons Framework for managing innovation activities over different time horizons. The framework divides innovation into three horizons: Horizon 1 represents the current dominant system; Horizon 2 is a transition period as the current system declines; and Horizon 3 represents emerging future systems. Managing innovation across these horizons requires different mindsets to address current needs, transition effectively to new opportunities, and envision future possibilities. The Three Horizons Framework provides a methodology to connect innovation activities over time in a coherent way and help organizations better manage uncertainty.
Moving from an idea to a Minimum Viable Product
A quick introduction to the notion of the MVP – what a Minimum Viable Product is, why you need, and why it is a critical success factor for startups
How to move from a problem to a properly-defined MVP - steps, activity and best practices to follow
the book: https://www.theinnovationmode.com/
Best Practices for Effective Website Testing & Optimization (Webinar)Monetate
Watch the webinar: http://monetate.com/webinar/best-practices-for-effective-website-testing-optimization/
Not all website testing tools are created equal. Bryan Eisenberg, bestselling author and recognized authority and pioneer in online marketing, will discuss best practices in website optimization that any website testing solution must support.
Bryan, who recently published his “Website Testing & Optimization Buyer’s Guide for the Enterprise,” will be joined by Carlos Del Rio, Director of Conversion Analysis & Digital Strategy at Unbounce, and Monetate’s Adam Figueira, who will present case studies from the different tools that Bryan reviewed and help explain the difference between self-service and full-service website testing and optimization.
Presenter: Anthony Rindone
You might have run a few A-B tests, or maybe you've run 100's. But how do you know you're making the right decisions from those tests? Are there questions you aren't considering? How should you analyze the your testing or project portfolio? Are there errors you may be making, but you don't even know it?
Senior Product Manager & Storyteller @DataXu. When not overly-caffeinated and talking product strategy frameworks, I am an active yogi, snowboarder, and surfer. Also a cheesecake enthusiast.
The document discusses customer segments and value propositions. It emphasizes the importance of understanding which customers a product or service is targeting and the specific jobs or needs they want addressed. It outlines different types of customer segments like business-to-business, business-to-consumer, and multi-sided markets. The document also discusses testing value propositions through minimum viable products and experiments to validate customer problems and solutions.
Growth PM: How to Grow Your Product by LinkedIn Product LeaderProduct School
Main takeaways:
-Learn about growth product management of all aspects, from acquisition, to activation, retention, engagement and monetization.
-Learn successful product examples that you can apply to your product right away
build up awareness of different growth tactics and be able to continuously expand your growth knowledge by yourself
I've shared my personal cook book for creating a successful online marketing plan. With this you can create your own marketing strategy and create a plan which will follow you throughout the implementation of that strategy.
This document discusses key partners and how to leverage partnerships effectively. It notes that partners can help with faster time to market, broader product offerings, more efficient use of capital, unique customer knowledge or expertise, and access to new markets. There are two types of partner ecosystems: coordinated partnerships focused on efficiency and transactional relationships, and collaborative partnerships focused on expertise, innovation and market development through relationship-building. The document provides examples like Boeing, mobile apps, and Groupon and their partnership models. It outlines risks of partnering like misaligned goals and notes the best partners are customers, suppliers, and channels that have incentives aligned with your success. It recommends starting partnerships slowly, being a good partner, focusing on ownership, flexibility, and
The document outlines an agenda for a two-day workshop on business models and customer development. Day one covers introducing customer development, developing a value proposition and identifying customer segments. Students work on an initial business model canvas and present it. Day two focuses on customer relationships, revenue streams, partners, resources/costs, and concludes with a customer development manifesto. The agenda emphasizes learning customer development strategies through hands-on exercises and student presentations of their business model canvas and customer discovery plans.
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
E-Team Grant Program Webinar PresentationVentureWell
VentureWell is a nonprofit that supports early-stage science and technology innovators through programs, funding, and networking opportunities. The E-Team program provides grants up to $25,000 to multidisciplinary student teams working to commercialize STEM-based inventions with social or environmental impacts. To apply, teams must submit a proposal outlining their technology, business model, team, and work plan. Successful proposals demonstrate technical and market feasibility, commercial potential, team expertise, and measurable social impacts. VentureWell then provides intensive workshops and coaching to help teams validate their ideas and advance their ventures.
A successful startup/product company needs to master the art of validating early product ideas quickly and effectively. Whether you are building a product, service or a new feature, the two most important questions to find out early are:
* are we solving the right problem?
* if yes, how do we pitch the idea to the target customer to generate a favourable action?
During this session, we'll focus on various safe-fail experimentation techniques used by Lean Startups for quickly identifying and validating the customer's value hypothesis, without having to build the real product. You will leave this session equipped with various MVP design techniques, that will allow you to rapidly discover a viable product/service that delights your customers, without spending a lot of time and effort.
Traditionally, entrepreneurs believed that the only way to test their product/service hypothesis was to build the best-in-class product/service in that category, launch it, and then pray. Most often, products/services fail, not because they cannot be built or delivered. But because, they lack the market-fitment and customer appeal.
To avoid these risks, these days startups are focusing on building a "Minimum Viable Product" (MVP), a product that includes just enough core features to allow useful feedback from early adopters. This reduces the time to market and allows the company to build subsequent customer-driven versions of the product. Hence mitigating the likelihood of wasting time on features that nobody wants. MVPs are typically deployed to a subset of customers, such as early adopters that are more forgiving, more likely to give valuable feedback.
However the problem with MVPs is that companies still spend too much time building stuff and very little time learning. Don't forget the purpose of MVP is validated learning NOT building. This session will give you ideas on how to quickly formulate and test your value and growth hypothesis in a scientific framework using extremely cheap MVP techniques collectively referred to as MVP Design Hacks.
More details: http://agilefaqs.com/services/training/crafting-out-mvps and http://agilefaqs.com/services/training/product-discovery
The Minimum Viable product and why it is critical for a startup. How to get from an idea to an MVP through a prototype. How to speed up your software prototyping process. Techniques to help you experiment and capture feedback.
As a founder, It is very important to deeply understand the notion of the MVP. You need to use it as part of a method or a framework to help you make better product decisions – and mitigate or avoid known risks. So this definition by Eric Ries, defines the MVP as ‘ …a product with just enough features to satisfy early customers, and to provide feedback’.
Your MVP must solve the problem for your customers; your users should get value out of it; your MVP should be good enough so the users engage with it and potentially pay for it;
Your early customers should be so happy with your product to act as promoters – to recommend it to others and publicly share positive feedback.
https://www.theinnovationmode.com/
This document discusses personal libraries and demand creation for week 5. It provides survey results from users on how they currently organize papers and citations. It also shows the most important factors for users in choosing a paper management system. The document discusses testing Google and Facebook advertising campaigns. It notes some virality from referrals but that collaboration features are not highly engaging yet. It proposes expanding the product from a reference manager to supporting ebooks and other digital content.
Data-Driven Requirements for User-Stories on JustAnswerVlad Mysla
Process of switching to Data-Driven Requirements for User-Story creation. It has information about internal JA tools, which isn't useful for anyone outside the company.
This document contains notes from a Lean Launchpad class on digital health startups. It discusses developing an early option that maximizes contribution, identifying key criteria for early adoption and validation partners. It emphasizes the importance of talking to potential customers to build relationships and credibility before presenting data. Directly targeting the top ten most interested companies can create the most value by delivering something for their pipeline. Overall, the document provides guidance on using the Lean Launchpad approach to generate early revenue and deliver an MVP to key customers.
Getting Started with Product Analytics - A 101 Implementation Guide for Begin...Vishrut Shukla
The document provides an overview of a workshop on getting started with product analytics for beginner and aspiring product managers, outlining why analytics is important for product development, how to plan an implementation by gathering requirements from stakeholders and choosing tools, and important considerations like backing up your primary analytics with a secondary implementation. It also includes examples, activities, and "commandments" or best practices for setting up an effective product analytics system.
This document introduces the Three Horizons Framework for managing innovation activities over different time horizons. The framework divides innovation into three horizons: Horizon 1 represents the current dominant system; Horizon 2 is a transition period as the current system declines; and Horizon 3 represents emerging future systems. Managing innovation across these horizons requires different mindsets to address current needs, transition effectively to new opportunities, and envision future possibilities. The Three Horizons Framework provides a methodology to connect innovation activities over time in a coherent way and help organizations better manage uncertainty.
Moving from an idea to a Minimum Viable Product
A quick introduction to the notion of the MVP – what a Minimum Viable Product is, why you need, and why it is a critical success factor for startups
How to move from a problem to a properly-defined MVP - steps, activity and best practices to follow
the book: https://www.theinnovationmode.com/
Best Practices for Effective Website Testing & Optimization (Webinar)Monetate
Watch the webinar: http://monetate.com/webinar/best-practices-for-effective-website-testing-optimization/
Not all website testing tools are created equal. Bryan Eisenberg, bestselling author and recognized authority and pioneer in online marketing, will discuss best practices in website optimization that any website testing solution must support.
Bryan, who recently published his “Website Testing & Optimization Buyer’s Guide for the Enterprise,” will be joined by Carlos Del Rio, Director of Conversion Analysis & Digital Strategy at Unbounce, and Monetate’s Adam Figueira, who will present case studies from the different tools that Bryan reviewed and help explain the difference between self-service and full-service website testing and optimization.
Presenter: Anthony Rindone
You might have run a few A-B tests, or maybe you've run 100's. But how do you know you're making the right decisions from those tests? Are there questions you aren't considering? How should you analyze the your testing or project portfolio? Are there errors you may be making, but you don't even know it?
Senior Product Manager & Storyteller @DataXu. When not overly-caffeinated and talking product strategy frameworks, I am an active yogi, snowboarder, and surfer. Also a cheesecake enthusiast.
The document discusses customer segments and value propositions. It emphasizes the importance of understanding which customers a product or service is targeting and the specific jobs or needs they want addressed. It outlines different types of customer segments like business-to-business, business-to-consumer, and multi-sided markets. The document also discusses testing value propositions through minimum viable products and experiments to validate customer problems and solutions.
Growth PM: How to Grow Your Product by LinkedIn Product LeaderProduct School
Main takeaways:
-Learn about growth product management of all aspects, from acquisition, to activation, retention, engagement and monetization.
-Learn successful product examples that you can apply to your product right away
build up awareness of different growth tactics and be able to continuously expand your growth knowledge by yourself
I've shared my personal cook book for creating a successful online marketing plan. With this you can create your own marketing strategy and create a plan which will follow you throughout the implementation of that strategy.
06: 5 Low Hanging Fruits That Will Skyrocket Your App MarketingLogan Merrick
This podcast episode discusses 5 low-cost marketing strategies for skyrocketing app marketing: 1) email marketing to build an audience before launch and nurture leads, 2) referral/incentive programs to encourage word-of-mouth, 3) content marketing to attract interested users, 4) paid advertising such as mobile ads to test what traffic brings conversions, and 5) publicity through press and influencers which can lead to sudden growth. The episode emphasizes testing approaches and tracking key metrics like cost per installation to optimize marketing efforts on a budget.
Chuck Liu Design Research Lead KISSmetrics @chuckjliu cliu@kissmetrics.com
Market research helps you make decisions.
3 Essential Mantras of Market Research 1
Goal: Make better decisions, faster.
Get things done in days, not weeks or months.
Market research priorities are different depending on what stage your business is at
There are many FREE resources out there.
Google Trends: Measure market potential and interest AVINASH KAUSHIK HTTP://KISS.LY/LEANAC
Talking to experts: Get the detailed scoop of workflows and processes
1. Hypothesis- driven Have an idea to prove or disprove
2. Short and targeted 5 days, 2 weeks max
3 Ways for Early Stage Businesses to do Lean Market Research 2
1. Survey + Social Distribution Cheap (or free), but requires more work on your part
1. Make a screener or survey 2. Tweet/share it out 3. Analyze
Try the good ole’ “asking for a friend” (except it’s you really asking)
Whether you’re actually asking for a friend or not, this actually works be er, especially if you tag a potential competitor
1. Ask a question on Quora 2. Revitalize an old relevant thread with a new comment 3. Ask people to answer an existing question
2. AdWords Easy setup, variable expenses
You Pay for Clicks, Which Is Pre y Realistic
AdWords Keyword Planner does the work for you in volume and interest
1. Practice your pitch 2. Limited character count = concise messaging 3. Bad ideas = no problem
3. Amazon Mechanical Turk Disclaimer: I haven’t tried yet, but I want to
Mechanical Turk Plan: Simple • Design a test • Distribute a test • Analyze the data
3 Strategies for Existing Businesses/ Enterprises to Getting Faster Research Done 3
1. In-App Surveys Contextual, relevant, and dismissible
Existing workflow and pain points • Nudge your customers with in-app surveys • Open-ended
In-App Survey Pros and Cons Pros • Low cost • Low effort • Can be turned on/off as you please to measure activities over time • Quick responses based on targeting technique Cons • Limits demographic to your existing users • Can potentially annoy your users
2. Experience Sampling Uncover user needs and behaviors
Pros • Highlights behaviors, moods, stress levels • Gives context to these behaviors depending on how it was administered (same time every day, multiple times a day, etc.) • Measures differences over time Cons • Risk of participants dropping off or stopping participation • Incentive needed to lure in • Not good for checking if someone is doing a task repetitively Experience Sampling Pros and Cons
3. Persona Advisory Board
Quick Review: Personas (thanks to Buffer for these images!
Pros • Highly contextual information about day in the life, workflow, and process • Visibility into which tools are used for tasks • Deeper relationship and trust built with customer Cons • High amount of effort on your part • Recruiting can be hit or miss depending on your relationship with customers / th
The document provides an overview of Google Adwords and search engine optimization (SEO). It discusses the history of Google and how SEO has evolved. It outlines that paid search (PPC) and organic search (SEO) are complementary strategies. The bulk of the document then discusses seven ways to supercharge an Adwords campaign, including optimizing account structure, using negative keywords, split testing ads/extensions, integrating product reviews, setting up mobile ads/campaigns, tracking conversions, and implementing remarketing. Real client examples are provided to illustrate points. The presentation aims to help audiences better understand modern SEO and maximize their Adwords investments.
The document summarizes an inbound marketing technology summit. It discusses how marketing has changed with the rise of digital media and how most businesses still use outdated marketing methods. It then provides an overview of inbound marketing and how it works using content and automation tools to attract and nurture leads. The document includes examples of how to map content to the buyer's journey and set up lead nurturing workflows with targeted emails to improve conversion rates.
This document provides an overview of content marketing strategies and tactics. It discusses defining goals for a content marketing strategy, generating ideas for content, and measuring the success of content through metrics. Specific tactics covered include outsourcing content creation, working with influencers, promoting content through social sharing and email outreach. The document emphasizes creating high-quality, actionable content and maintaining a consistent content marketing effort.
This document provides an overview of a growth hacking workshop hosted by Growth Hacking Asia. The workshop covers topics such as SEO, conversion rate optimization, Facebook marketing, LINE marketing, referral marketing, and more. Attendees will participate in exercises to review websites and create Facebook events. The goal is to teach entrepreneurs processes, tools, and techniques to sustain growth. Over 3,000 entrepreneurs have attended workshops and bootcamps held in several Asian countries.
Crash Course: Growth Hacking Your Customer AcquisitionLesley Robinson
This document provides an overview of a growth hacking workshop hosted by Growth Hacking Asia. The workshop covers topics such as SEO, conversion rate optimization, Facebook marketing, LINE marketing, referral marketing, and more. Attendees will participate in exercises to review websites and create Facebook events. The goal is to teach entrepreneurs processes, tools, and techniques to sustain growth. Over 3,000 entrepreneurs have attended workshops and bootcamps held in several Asian countries.
How to Balance Innovation and Optimization in your CRO programVWO
These days digital marketers must use innovation to keep their brands relevant and engaging. But isn’t straying from the status quo risky? With 7 years of web experimentation experience, CRO Consultant Sam Baker will show you how to balance innovation and optimization to synchronize the two approaches, rather than causing the type of friction that negatively impacts conversion.
#ContentMarketingWorld 2013 - Building Your Content Marketing Measurement Pro...Jon Wuebben
Presented at Content Marketing World 2013, "Building Your Content Marketing Measurement Program From The Ground Up" - by Jon Wuebben, CEO of Content Launch and Author, Content is Currency: Developing Powerful Content for Web & Mobile
Want to double your app's profits? Of course! Instead of trying to improve everything in your app all at once, focus on just ONE of these 4 metrics. Double any 1 of these, and the $$$ will follow!
Social Media Business Intelligence (SNHU Bootcamp Presentation)wedu, Inc
This document provides guidance on social media business intelligence and metrics. It discusses identifying successes and implementing changes to maximize returns from social media ventures. Attendees will learn how to measure social media metrics, understand successes, and make improvements. The document emphasizes that learning is the primary goal and provides tips on determining key performance indicators, qualitative and comparative measurement, integrating offline activities, and paying attention to details like inactivity, drop points, behavioral triggers, and business alignment.
How to Coach Your Clients to Blogging SuccessHubSpot
This document outlines steps for blogging success, including conducting keyword research, writing different types of blog content on a publishing schedule, optimizing posts, promoting posts on social media, and analyzing post performance. It encourages mixing up post types from basic to in-depth. Guidance is provided on tracking metrics like pageviews, comments, and inbound links. The document promotes HubSpot software and training resources to help agencies provide blogging and inbound marketing services to clients.
This document summarizes a presentation about maximizing messaging on LinkedIn. It includes an agenda that covers poll questions about communication preferences, the messaging landscape and trends, LinkedIn messaging features, customer success stories, and a Q&A session. Key points discussed include the growing popularity of messaging apps, how LinkedIn messaging fits into the landscape, features like frequency caps and price floors, and case studies of companies that achieved lead generation goals using Sponsored InMail. Best practices for crafting effective Sponsored InMail messages are also provided.
Customer Empathy 101 by Microsoft Sr PM.pptx.pdfProduct School
Main Takeaways:
Learn ways to explore customer empathy for various user scenarios.
Ensure everybody on the team is able to empathize with the customers while building an effective solution.
Embed customer feedback/sentiments while designing your solutions.
Definition of A/B testing and Case Studies by OptimizelyRusseWeb
This document discusses A/B testing and provides examples of how companies have used it to improve conversion rates. A/B testing involves showing different versions of a webpage to visitors to measure what drives more conversions. The document outlines a five-step process for determining what to initially test, including defining success metrics, identifying bottlenecks, forming hypotheses, prioritizing tests, and implementing tests. It also provides a case study of how Disney tested changes to its ABC Family homepage that increased engagement over 600%.
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
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The document describes a team's efforts to commercialize a new protein quantification technology called PLA-Seq. After initially thinking the technology's value propositions of lower cost, faster throughput, and lower sample volume would appeal to pharmaceutical and personalized health companies, the team conducted customer interviews and learned accuracy was more important than cost to most customers. They also found their target markets should be preclinical biotech and academia rather than personalized health or CROs. The team incorporated their business and pivoted their marketing strategy and funding plans accordingly based on learnings outside of the building.
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Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
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Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...
Omnyscope e245 march 2014 final
1. omnyscope
Lessons Learned
Interviews: 107 / Hypotheses: 66
(Interviews this week: 10)
Initial idea:
Sentiment Centered News Aggregation
We provide an easy interface to consume news
articles with diverse opinions
Final Video: http://www.youtube.com/watch?v=9srMlWcgzKA
2. Arijit Banerjee
Pararth Shah
Shantanu Joshi
Sujeet Gholap
Background
MS CS
MS CS
MS CS
MS CS
Systems
UI/UX
Hustler
Hacker, Designer
Expertise
Algos
AI/Machine Learning
Role on team
Hacker, Designer
Hustler,
Product Picker
-- Four engineers with zero business experience --
3. Our Journey
Ton of
learnings!
Product/Market Fit!
Optimized cooking:
Engineer’s fantasy!
Got into
the
class!
Resegment!
Reco-as-a-service
MVP
Not a viable
business
Wireframe
Recipe
Recommendations
First
presentation
Restart
Data access
issues
Pivot
No revenue stream!
No market
“This is either the
dumbest or the
smartest idea I
have seen lately”
4. Week 1: Sentiment based news aggregation
Key Partners
Key Activities
Content
Generators:
Forming new
partnerships to
obtain data
News Sites
Editorials
Personal blog
sites
Building web and
mobile MVP
Key
Resources
IT infrastructure
Intellectual
Property
Cost
Structure
Value
Propositions
360 degree view
on a topic of your
choice
Bursting the filter
bubble
Provides an easy
medium for
collecting a
diverse set of
opinions
MVP:
Specialised
product for one
customer
segment
Customer
Relationships
Customer
Segments
Feedback on
content quality
Professional
users:
Recommendation
s
Investors
Business
analysts
Channels
PR firms
Individuals:
Content
aggregator - web
and mobile app
Browser plugin
Revenue
Streams
Server and bandwidth
Advertisements
Paid APIs for data access
Freemium model
Researchers
Young adults
Travel planners
5. Here’s what we did
•
Talked to:
o Day traders
o Investors
o Brokers
o Research analysts
o Journalists
•
Built a wireframe:
6. Here’s what we found
•
•
Summary of key hypothesis: Burst the filter bubble and provide a holistic
view of a topic of interest to an investor
Customer feedback/insights:
o Not useful for professional investors → Bloomberg terminal + direct
access to analyst reports
o Individual investors lack the time to learn about a stock in detail and
either invest in well known stocks or mutual funds
o Rely on understanding general trends rather than specifics
o Google and Yahoo finance + other crowdsourced websites are more
than satisfactory for personal investors
o Domain experts refer to research articles
o "... too much technical analysis was of little use and I would rather look
at the total environment using Google searches"
7. RESTART: Here’s why
•
•
•
•
After two and a half weeks, we did not find a definite product-market fit
with either investors or journalists
All of us were excited about the original idea (bursting the filter bubble) but
it had no market
None of us were excited about the “investor” market segment
We had not anticipated that news content would be so closely guarded
by organizations like Bloomberg, Reuters
10. Results from talking to customers
Summary of key hypothesis: Optimize recipes, provide step by step
navigation, adapt to multiple cooks
What we did: Interviewed students from different backgrounds, majors
What we learned:
•
•
•
•
•
Most people who cook frequently consider cooking as a recreational/
therapeutic activity, and were not looking to “optimize”
Most recipes already have step by step navigation, however, they are
missing visual and aromatic cues
Most grad students almost never have all the ingredients for a recipe, so
they use recipes as a reference and improvise
Recipe is unnecessary to most after cooking it twice or thrice
Students only cook the stuff that they know well in order to save time
13. Results from talking to customers
•
•
Summary of key hypothesis: Solve the “manual entry problem” and
provide personalized recommendations
Customer feedback/insights:
o Hard to keep track of everything, end up throwing stuff bought in bulk
o Don’t use inventory apps - too much manual entry
•
Our solution:
o Leverage the fact that people buy the same kind of ingredients
o Have them enter the first couple of times and we learn from that
•
Teaching team: Build an MVP and get tangible feedback
14. There’s a better way
●
●
●
●
●
Provide personalized recommendations from the start
Approximate inventory based on behavior on the website
Solve cold start problem with a very short survey ( Thanks mor.sl and Netflix)
No manual entry
The more you use it the better it becomes
16. Results from talking to customers
Summary of key hypothesis: Focus more on personalized
recommendations rather than inventory management
What we did:
•
•
Built an MVP and showed it to customers for feedback
Ran Google AdWords campaign to measure signup rate
What we learned:
•
•
•
Recipe recommendations based on preferences and available inventory
was a “must-have” or “nice-to-have” for most customers we interviewed
CAC from AdWords is very high - must rely on virality for demand creation
MVP Feedback
o Some users prefer videos over text (provide both)
o Recommendations should not provide a barrage of recipes with same
20. Results from talking to customers
Potential Revenue Stream: Targeted ads and premium version.
What we did:
•
•
Interviewed grad students to gauge willingness to pay
Interviewed recipe website owners to understand their revenue model
What we learned:
•
Large fraction of students not willing to pay, while some others find
our solution appealing enough to pay
o Range from $1 one time fee to $20 annual subscription
o Will pay for content not recommendation.
•
Grad students is a bad market segmentation for targeted ads
o More attractive segmentations: vegetarian, vegan, gluten-free,
diabetic
23. Results from talking to customers
Potential Revenue Stream: Recommendation as a service
What we did: Interviewed recipe websites and online foodstuff delivery
oriented startups
What we learned:
•
High traffic recipe websites are not keen on having a third-party
recommendation service on their site
o Allrecipes.com, Yummly have working recommendation engine
developed in house
o SimplyRecipes.com does not want to modify a working model
•
Food-related services which sell directly to consumer have a greater
incentive to increase user engagement and retention
o But they are not willing to share data with 3rd party services
27. Here’s what we did
•
•
Summary of key hypothesis: Resegment the market to target frequent
cooks with personalized recommendations and novice cooks with amateur
cooking instruction videos
We talked to frequent cooks to gauge their willingness to pay for
personalized recipe recommendations
● We recorded cooking
instruction videos and asked
novice cooks to compare
them with videos by
professional chefs
https://www.youtube.com/watch?v=Jgf-a6Tmmb8
28. Here’s what we found
•
•
•
Frequent cooks willing to pay not more than a one-time charge of $3-$5 for
the convenience of getting relevant recipe recommendations
Novice cooks are interested in tips/hacks related to common cooking
methods for amateur cooks, but did not see any huge value addition in the
amateur videos as compared to professional videos
We posted our cooking video on the Stanford India Association FB group:
No. of members on Facebook Group
474
No. of video views
116
CTR
No. of subscribers
Signup rate
CAC
24.5%
4
3.45%
N/A
29. Revenue Flows (3)
$3-$5 one
time
payment
Expert
Premium Version
Curated
Training
Videos
omnyscope
Free Version
Novice
32. Not a viable business!
•
•
•
High customer acquisition costs
o AdWords are very expensive and signup rate is low
o Not sure whether service will be viral enough to drive demand creation
Shaky revenue model
o Some customers have shown willingness to pay, but majority do not
perceive it as a major value addition over the free services available in
this space
o Advertisements will not generate significant revenue from the target
customer segment
We are not going to pursue this idea further
33. Lessons Learned
•
Customer discovery
o Not just “get out of the building”, also necessary to “get out of the
mindset” by interviewing people who think differently from you
o Keep all boxes of the canvas under consideration during every
interview in every week, don’t just focus on the topic of the week
•
•
Competition
o In an overcrowded space, if you find an unserved customer need, ask
why nobody else has filled the need yet. There might be learnings
about impracticality of solution or non-existence of revenue streams
Teamwork
o Customer discovery is painful, it’s important for everyone to be
motivated
o Choose a product which excites everyone on your team
34. Domain Knowledge Acquired
In addition to lessons learned, we acquired tangible domain knowledge
about many areas, as a by-product of our customer interviews and
numerous pivots:
•
•
•
•
•
•
•
How day traders, personal investors and brokers make their decisions
How financial information flows between research analysts and key
decision makers, via organizations like Reuters, Bloomberg, etc
How journalists manage their research, interviews and writing process
How grad students manage their cooking activities
How high-traffic recipe websites increase engagement, and what are the
current challenges they face (eg. monetizing mobile traffic)
How online delivery services manage logistics issues and partnerships
How startups decide on building technology in-house or paying a 3rd
party service
35. What we’d have done differently
•
•
•
Come prepared
o Doing initial customer discovery before the start of the class would
have saved us from the painful first two weeks
“Blue Ocean” is better than “Red Ocean”
o We went from a product with no market to a product with an
overcrowded market - we wish we’d have chosen a relatively
underserved market
Prioritize search for revenue model early on
o We spent significant time finding a product/market fit with grad
students, only to later realize that they are a difficult customer
segment to monetize
36. Investment Readiness Level: 4
9. Validate metrics that matter
8. Validate left side of canvas
7. High-fidelity MVP
6. Validate right side of canvas
5. Validate product/market fit
4. Low-fidelity MVP
3. Problem/solution validation
2. Mkt size/competitive
analysis
1. Complete first pass canvas
4
38. Week 1: Sentiment based news aggregation
Key Partners
Key Activities
Content
Generators:
Forming new
partnerships to
obtain data
News Sites
Editorials
Personal blog
sites
Building web and
mobile MVP
Key
Resources
IT infrastructure
Intellectual
Property
Cost
Structure
Value
Propositions
360 degree view
on a topic of your
choice
Bursting the filter
bubble
Provides an easy
medium for
collecting a
diverse set of
opinions
MVP:
Specialised
product for one
customer
segment
Customer
Relationships
Customer
Segments
Feedback on
content quality
Professional
users:
Recommendation
s
Investors
Business
analysts
Channels
PR firms
Individuals:
Content
aggregator - web
and mobile app
Browser plugin
Revenue
Streams
Server and bandwidth
Advertisements
Paid APIs for data access
Freemium model
Researchers
Young adults
Travel planners