Here are the key steps in the customer segments canvas:
1. Identify the specific customer segments you want to target initially. For example, weddings and clubs.
2. Determine who is involved in the purchase decision for each segment. For example, the bride and groom for weddings.
3. Understand how purchase decisions are made and budgets allocated for each segment. For example, weddings have dedicated budgets.
4. Describe the current workflow and tools used by each segment without your product. For example, weddings currently take photos with DSLRs.
5. Describe how your product would integrate into the future workflow of each segment. For example, wedding guests would have fun taking booth
The document provides an overview of the customer discovery process for validating a startup product. It discusses preparing for and conducting customer interviews to understand the problem, building an initial MVP, and getting feedback through solution interviews. The goal is to test hypotheses about the problem, customer segments, solution and business model before advancing to validation. Students are instructed to present the status of their startup project, including pivots made based on customer feedback.
This document provides an overview and agenda for a class on customer discovery and building an MVP for a startup. It summarizes the key lessons and activities from previous classes, including learning about pivoting based on customer interviews. The upcoming class will focus on tasks like preparing an MVP demo, conducting solution interviews, and pricing tests with customers to achieve problem-solution fit. Students will be expected to present the status of their startup projects, including pitching their value proposition, outlining their process and pivots, sharing problem interview results, and detailing their MVP version 1. The presentation should not exceed 10 slides and 5 minutes.
This document provides an outline for a class on customer development and product development. It discusses key concepts like crossing the chasm, customer discovery, customer validation, and the business model canvas. The document emphasizes the importance of focusing on developing customers, not just products. It recommends designing for customers from day one and matching product development to the iterative process of customer development.
The document provides an overview of Silvija Seres' background and experience in IT studies, academic research, teaching, software development, business studies, management, and board work. It then gives general advice for business plans, recommending they be clear, focused, short, and convincing. The final sections outline the key elements that should be included in an effective 11-slide business plan, such as market analysis, product solution, competitive positioning, marketing strategy, financial projections, funding request, management team, milestones, and exit strategy.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
10 steps to product market fit - Ash MauryaStartupfest
Once you launch your MVP, the feedback starts rolling in. While listening to your customers is key, you have to know how. In this session, Ash Maurya will explain why simply listening to customer feedback or relying on metrics is NOT enough. He’ll outline a 10 step process for iterating your product to market fit.
The document discusses the Customer Development methodology for startups. It introduces the concept of focusing on customer development from the beginning, rather than solely focusing on product development. The Customer Development process involves 4 steps: Customer Discovery, Customer Validation, Customer Creation, and Company Building. Each step has criteria for completion that focus on validating customer problems and market fit before advancing to the next stage of development and execution. The methodology aims to reduce risks for startups by prioritizing learning about customers and markets over prematurely executing on an untested business hypothesis.
Product management in an era of disruptive innovation Nagarjun Kandukuru
[Made at SP Jain, Mumbai. Aug 2012]
We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
This new reality places substantial burdens on managers. Historical tools of product management are obsolete – and there is an attendant critical need for new practices.
Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
New practices have emerged to enable product managers to adjust to a world of uncertainty. These are based on the premise of fast response to change rather than big up-front planning. They are predicated on documenting business models and conducting focused experiments to validate key assumptions. New practices and concepts have emerged: Customer Development, Business Model Canvas, Lean Startup, and Minimum Viable Product.
In this presentation, we introduce these new concepts – and describe how they can be integrated into new practices of product management that are effective in dynamic and disruptive environments. We provide an overview of the structure and application of these practices and their associated tools.
The document provides an overview of the customer discovery process for validating a startup product. It discusses preparing for and conducting customer interviews to understand the problem, building an initial MVP, and getting feedback through solution interviews. The goal is to test hypotheses about the problem, customer segments, solution and business model before advancing to validation. Students are instructed to present the status of their startup project, including pivots made based on customer feedback.
This document provides an overview and agenda for a class on customer discovery and building an MVP for a startup. It summarizes the key lessons and activities from previous classes, including learning about pivoting based on customer interviews. The upcoming class will focus on tasks like preparing an MVP demo, conducting solution interviews, and pricing tests with customers to achieve problem-solution fit. Students will be expected to present the status of their startup projects, including pitching their value proposition, outlining their process and pivots, sharing problem interview results, and detailing their MVP version 1. The presentation should not exceed 10 slides and 5 minutes.
This document provides an outline for a class on customer development and product development. It discusses key concepts like crossing the chasm, customer discovery, customer validation, and the business model canvas. The document emphasizes the importance of focusing on developing customers, not just products. It recommends designing for customers from day one and matching product development to the iterative process of customer development.
The document provides an overview of Silvija Seres' background and experience in IT studies, academic research, teaching, software development, business studies, management, and board work. It then gives general advice for business plans, recommending they be clear, focused, short, and convincing. The final sections outline the key elements that should be included in an effective 11-slide business plan, such as market analysis, product solution, competitive positioning, marketing strategy, financial projections, funding request, management team, milestones, and exit strategy.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
10 steps to product market fit - Ash MauryaStartupfest
Once you launch your MVP, the feedback starts rolling in. While listening to your customers is key, you have to know how. In this session, Ash Maurya will explain why simply listening to customer feedback or relying on metrics is NOT enough. He’ll outline a 10 step process for iterating your product to market fit.
The document discusses the Customer Development methodology for startups. It introduces the concept of focusing on customer development from the beginning, rather than solely focusing on product development. The Customer Development process involves 4 steps: Customer Discovery, Customer Validation, Customer Creation, and Company Building. Each step has criteria for completion that focus on validating customer problems and market fit before advancing to the next stage of development and execution. The methodology aims to reduce risks for startups by prioritizing learning about customers and markets over prematurely executing on an untested business hypothesis.
Product management in an era of disruptive innovation Nagarjun Kandukuru
[Made at SP Jain, Mumbai. Aug 2012]
We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
This new reality places substantial burdens on managers. Historical tools of product management are obsolete – and there is an attendant critical need for new practices.
Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
New practices have emerged to enable product managers to adjust to a world of uncertainty. These are based on the premise of fast response to change rather than big up-front planning. They are predicated on documenting business models and conducting focused experiments to validate key assumptions. New practices and concepts have emerged: Customer Development, Business Model Canvas, Lean Startup, and Minimum Viable Product.
In this presentation, we introduce these new concepts – and describe how they can be integrated into new practices of product management that are effective in dynamic and disruptive environments. We provide an overview of the structure and application of these practices and their associated tools.
This document provides advice for new product owners on their role and responsibilities in Scrum. It discusses establishing a clear product vision through collaboration. An effective vision should describe the target customer and value proposition in a concise, memorable way. It also covers principles for effective story writing like defining requirements of ready and focusing on user experience. Release planning techniques like story mapping and calculating team velocity are presented. The document emphasizes that an empowered, dedicated product owner with a strong vision is key to achieving great results with Scrum.
This document discusses customer development and its importance for startups. It argues that product development alone is not enough and that startups need a parallel process focused on customer development from the beginning. This includes discovering customers, validating problems and solutions, creating customers, and building a company around them. Customer development should be iterative and focus on learning rather than linear execution. It is as important as product development for startup success.
Customer Assistant: Product Assistant: Marketing Assistant: Sales
Discovery Development & PR & Distribution
! Titles describe learning tasks not execution functions
! CEO + 4 Assistants focused on learning not execution
! Small, focused on getting out of the building
Customer Development in the High-Tech Enterprise Fall 2009
Customer Development Team
! CEO - Oversees entire Customer Development process
! Assistant: Customer Discovery
' Tests customer/problem hypotheses
! Assistant: Product Development
' Tests product hypotheses
! Assistant: Marketing & PR
' Tests demand creation hypotheses
! Assistant: Sales & Distribution
'
The document discusses customer discovery, which involves testing hypotheses about customers, problems, and solutions. It describes the four phases of customer discovery: authoring hypotheses, testing the problem hypothesis, testing the product hypothesis, and iterating or exiting. The goal is to stop selling and start listening to customers to test whether there is a problem and whether the product concept solves it before significant resources are invested.
This document provides an overview of the customer development process in four phases: 1) Author Hypothesis, 2) Test and Qualify Problem Hypothesis, 3) Test Product Hypothesis, and 4) Verify, Iterate and Expand. It discusses stopping selling and starting listening to customers to test hypotheses about the problem and product concept. Each phase involves activities like presenting problems to customers, gathering feedback, and verifying assumptions. The goal is to get outside the building, test ideas with customers, and iterate based on reality checks until deciding whether to iterate further or exit.
The document discusses the process of transforming a business idea into a company through a "learning startup". It describes a learning startup as an organization that runs explicit learning processes to test hypotheses and refine its business model by solving technology and customer risks. The key steps involve building an initial business model, testing it through product development and customer validation, then building systems to implement the validated business model and transition to an ongoing company.
This document describes several case studies involving companies transitioning to more agile ways of working.
The first case study involves an international gaming company that was trying to speed up product development. Mapping their entire value stream and showing areas of waste and delay helped them transition to Scrum and reduce their time-to-market from 24 months to 3 months.
The second case study involves a software product company that was just starting to adopt Scrum. Mapping out their current roles and processes revealed a lack of clear responsibilities that was causing confusion and delays. Introducing a Chief Product Owner role helped clarify responsibilities and align the various teams.
The third case study involves a company that was developing a new way of working to
Stage 2 of startup growth involves 3 key steps: 1) Creating a beta product and obtaining user feedback, 2) Transitioning financing from friends/family to angels/VC, and 3) Developing founder skills like pitching, financial projections, and team management. This stage carries the most risk as the company progresses past the initial idea with an unproven product and high burn rate requiring new funding.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
That Thing You Forget to Do: Lessons in Product Development, Management & Mar...Bernard Leong
Everyone thinks that a start-up is just about building a product. However, it is more than just that. Product development is part of the cycle where managing the product from feedback of users and marketing the product are also tied to build up the start-up as a sustainable business. The talk is delivered on JFDI.Asia, 1 March 2012 and focused on providing incubatees the best practices in working out how to build, manage & market your product within a short time.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
This document discusses customer creation strategies for startups. It outlines four key activities for customer creation: setting year one objectives, positioning, launch, and demand creation. It notes that customer creation strategies should differ depending on whether the startup is targeting an existing market, resegmenting an existing market, or entering a new market. The document also discusses using influence maps, sales roadmaps, and marketing metrics like the AARRR framework to track customer acquisition and retention.
This document provides an agenda for Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, and bonus content on the E-Myth business model. Topics include homework review, pitching prospects, strategy scoreboards, crossing the chasm, targeting customer pain points, prototypes, and getting work done using scrum.
This document provides an agenda for a Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, prototyping and selling, and reviewing key financial statements (income statement, cash flow statement, balance sheet). It also discusses building something customers want, exceeding customer expectations, and executing effectively using Getting Things Done and SCRUM methodologies.
Dimitris Papadimitriou is a recent civil engineering graduate from Aristotle University of Thessaloniki specializing in transportation infrastructure and regional planning. He has strong English and French language skills as well as proficiency in Microsoft Office, Autocad, and the internet. Dimitris is an organized and sociable person who sets goals and works hard to achieve them. He is eager to start working and wants to contribute his civil engineering knowledge to help companies develop and run successfully.
הצגת פרויקטים משכונה קיימת לשכונה מקיימת ברובע צפון מזרח - בית פרנקפורטnoaregev
פעילי התכנית משכונה קיימת לשכונה מקיימת בהובלת הרשות לאיכות הסביבה ברובע צפון מזרח - בית פרנקפורט, הציגו ביום ראשון 25/9/2016 את הפרויקטים שהם מציעים לטובת עידוד הקיימות ושיפור איכות החיים בשכונות מגוריהם: הדר יוסף, מעוז אביב ונאות אפקה, בפני מר רובי זלוף המשנה למנכ"ל ובכירי עירייה נוספים
Este documento presenta una tipología de métodos generales desde una perspectiva sistémica. Explora tres perspectivas para comprender sistemas: funcional, estructural e histórico-genética. Luego se enfoca en el método funcional, discutiendo tres postulados tradicionales y aportes metodológicos. Finalmente, da un ejemplo aplicando un enfoque funcionalista al estudio de poblaciones de líquenes.
Kath took some photos during kayaking trips with years 1 and 2 students. The document references a selection of photos from kayaking excursions with early primary school students. The photos are meant to showcase highlights from time on the water in kayaks with young children.
The Mary Lu Kuhl Scholarship provides funding for Auburn University creative writing students to attend or present at a writing conference. To be eligible, students must have a GPA of 2.5 or higher, have completed English 1101 and 1102, be currently enrolled in or have completed an AU creative writing class, and embody traits like dedication, discipline and sensitivity. Applications must be submitted to Mr. Minick's mailbox in Allgood Hall E227 by December 1, 2016.
This document provides advice for new product owners on their role and responsibilities in Scrum. It discusses establishing a clear product vision through collaboration. An effective vision should describe the target customer and value proposition in a concise, memorable way. It also covers principles for effective story writing like defining requirements of ready and focusing on user experience. Release planning techniques like story mapping and calculating team velocity are presented. The document emphasizes that an empowered, dedicated product owner with a strong vision is key to achieving great results with Scrum.
This document discusses customer development and its importance for startups. It argues that product development alone is not enough and that startups need a parallel process focused on customer development from the beginning. This includes discovering customers, validating problems and solutions, creating customers, and building a company around them. Customer development should be iterative and focus on learning rather than linear execution. It is as important as product development for startup success.
Customer Assistant: Product Assistant: Marketing Assistant: Sales
Discovery Development & PR & Distribution
! Titles describe learning tasks not execution functions
! CEO + 4 Assistants focused on learning not execution
! Small, focused on getting out of the building
Customer Development in the High-Tech Enterprise Fall 2009
Customer Development Team
! CEO - Oversees entire Customer Development process
! Assistant: Customer Discovery
' Tests customer/problem hypotheses
! Assistant: Product Development
' Tests product hypotheses
! Assistant: Marketing & PR
' Tests demand creation hypotheses
! Assistant: Sales & Distribution
'
The document discusses customer discovery, which involves testing hypotheses about customers, problems, and solutions. It describes the four phases of customer discovery: authoring hypotheses, testing the problem hypothesis, testing the product hypothesis, and iterating or exiting. The goal is to stop selling and start listening to customers to test whether there is a problem and whether the product concept solves it before significant resources are invested.
This document provides an overview of the customer development process in four phases: 1) Author Hypothesis, 2) Test and Qualify Problem Hypothesis, 3) Test Product Hypothesis, and 4) Verify, Iterate and Expand. It discusses stopping selling and starting listening to customers to test hypotheses about the problem and product concept. Each phase involves activities like presenting problems to customers, gathering feedback, and verifying assumptions. The goal is to get outside the building, test ideas with customers, and iterate based on reality checks until deciding whether to iterate further or exit.
The document discusses the process of transforming a business idea into a company through a "learning startup". It describes a learning startup as an organization that runs explicit learning processes to test hypotheses and refine its business model by solving technology and customer risks. The key steps involve building an initial business model, testing it through product development and customer validation, then building systems to implement the validated business model and transition to an ongoing company.
This document describes several case studies involving companies transitioning to more agile ways of working.
The first case study involves an international gaming company that was trying to speed up product development. Mapping their entire value stream and showing areas of waste and delay helped them transition to Scrum and reduce their time-to-market from 24 months to 3 months.
The second case study involves a software product company that was just starting to adopt Scrum. Mapping out their current roles and processes revealed a lack of clear responsibilities that was causing confusion and delays. Introducing a Chief Product Owner role helped clarify responsibilities and align the various teams.
The third case study involves a company that was developing a new way of working to
Stage 2 of startup growth involves 3 key steps: 1) Creating a beta product and obtaining user feedback, 2) Transitioning financing from friends/family to angels/VC, and 3) Developing founder skills like pitching, financial projections, and team management. This stage carries the most risk as the company progresses past the initial idea with an unproven product and high burn rate requiring new funding.
This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
That Thing You Forget to Do: Lessons in Product Development, Management & Mar...Bernard Leong
Everyone thinks that a start-up is just about building a product. However, it is more than just that. Product development is part of the cycle where managing the product from feedback of users and marketing the product are also tied to build up the start-up as a sustainable business. The talk is delivered on JFDI.Asia, 1 March 2012 and focused on providing incubatees the best practices in working out how to build, manage & market your product within a short time.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
This document discusses customer creation strategies for startups. It outlines four key activities for customer creation: setting year one objectives, positioning, launch, and demand creation. It notes that customer creation strategies should differ depending on whether the startup is targeting an existing market, resegmenting an existing market, or entering a new market. The document also discusses using influence maps, sales roadmaps, and marketing metrics like the AARRR framework to track customer acquisition and retention.
This document provides an agenda for Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, and bonus content on the E-Myth business model. Topics include homework review, pitching prospects, strategy scoreboards, crossing the chasm, targeting customer pain points, prototypes, and getting work done using scrum.
This document provides an agenda for a Boot Camp 4 Entrepreneurs Session 2 on April 16, 2012 from 5-6:30 PM. The agenda covers feasibility testing, agile business planning, getting to a minimum viable product, prototyping and selling, and reviewing key financial statements (income statement, cash flow statement, balance sheet). It also discusses building something customers want, exceeding customer expectations, and executing effectively using Getting Things Done and SCRUM methodologies.
Dimitris Papadimitriou is a recent civil engineering graduate from Aristotle University of Thessaloniki specializing in transportation infrastructure and regional planning. He has strong English and French language skills as well as proficiency in Microsoft Office, Autocad, and the internet. Dimitris is an organized and sociable person who sets goals and works hard to achieve them. He is eager to start working and wants to contribute his civil engineering knowledge to help companies develop and run successfully.
הצגת פרויקטים משכונה קיימת לשכונה מקיימת ברובע צפון מזרח - בית פרנקפורטnoaregev
פעילי התכנית משכונה קיימת לשכונה מקיימת בהובלת הרשות לאיכות הסביבה ברובע צפון מזרח - בית פרנקפורט, הציגו ביום ראשון 25/9/2016 את הפרויקטים שהם מציעים לטובת עידוד הקיימות ושיפור איכות החיים בשכונות מגוריהם: הדר יוסף, מעוז אביב ונאות אפקה, בפני מר רובי זלוף המשנה למנכ"ל ובכירי עירייה נוספים
Este documento presenta una tipología de métodos generales desde una perspectiva sistémica. Explora tres perspectivas para comprender sistemas: funcional, estructural e histórico-genética. Luego se enfoca en el método funcional, discutiendo tres postulados tradicionales y aportes metodológicos. Finalmente, da un ejemplo aplicando un enfoque funcionalista al estudio de poblaciones de líquenes.
Kath took some photos during kayaking trips with years 1 and 2 students. The document references a selection of photos from kayaking excursions with early primary school students. The photos are meant to showcase highlights from time on the water in kayaks with young children.
The Mary Lu Kuhl Scholarship provides funding for Auburn University creative writing students to attend or present at a writing conference. To be eligible, students must have a GPA of 2.5 or higher, have completed English 1101 and 1102, be currently enrolled in or have completed an AU creative writing class, and embody traits like dedication, discipline and sensitivity. Applications must be submitted to Mr. Minick's mailbox in Allgood Hall E227 by December 1, 2016.
This certificate certifies that Jure Gorjup successfully completed the VMware vSphere: Troubleshooting [V4.x] course taught by instructor Bernard Kilshaw on November 5, 2010. Patrick P. Gelsinger, President and CEO of VMware, granted the certification in recognition of Jure Gorjup's successful participation in the course.
Herausforderung Marketing - Märkte, Prozesse, Medien und Budgets im Umbruch (...Hochschule der Medien
Der Bereich Marketing steht heute vor einer mehrfachen Herausforderung. Während die Anzahl der Produkte, Produktvarianten und Services in vielen Unternehmen immer mehr zunimmt, steigt der Aufwand zur Leistungserstellung im Marketing und die Kosten hierfür überproportional an. Der Vortrag geht auf Hintergründe und Konsequenzen dieser Entwicklung ein, beleuchtet Gestaltungsmöglichkeiten und diskutiert anhand von Beispielen die Brennpunkte der aktuellen Herausforderungen im Marketing.
Prof. Dr.-Ing. Klaus Thaler
Hochschule der Medien Stuttgart
Professor für Prozessoptimierung
Janna Stevens completed a placement with the Ouse & Adur Rivers Trust (OART) analyzing a large dataset of invertebrate monitoring collected over 10 years. She made good progress analyzing the data and producing a report within the short timeframe. Janna also took the initiative to learn the field collection methods firsthand. She sought advice from OART and university staff to ensure her analysis approach was correct. While more could have been done, the report opened doors for further analysis and standardized future data collection methods. OART found Janna to be a pleasure to work with and are hopeful for continued assistance analyzing the data.
The document provides an overview of the #AC12 program, which is designed to help startups develop customer-centric business models through customer development and lean startup methodology. It introduces the mentors and their areas of expertise. The agenda includes sessions on introductions, program objectives like achieving product/market fit, weekly schedules, milestones and deliverables. It emphasizes the importance of getting out of the building to test hypotheses through customer interviews and validations.
The Customer Development Game (@ Lean Startup Group London)Adrian Howard
Decidedly beta- and non-final version of a talk on Customer Development given at the May 17th Lean Startup Group / Agile UX meetup in London.
Final version will form part of the Customer Development Game session at Agile 2011 in August at Salt Lake City.
The document provides an overview of the AC12 program for new participants. It outlines the weekly schedule which includes mentor sessions, weekly lunches and pitch practices. It discusses the program goals of helping startups validate their business model, achieve product/market fit, improve their positioning and investor readiness. The document emphasizes the importance of getting out of the building to conduct customer development and testing assumptions through minimum viable products and customer feedback.
The document provides an overview of the AngelCube accelerator program. It discusses the program agenda, mentors, weekly schedule, demo days, budgeting, and survival tips for startups. The objectives of the program are to help teams discover and validate their business model, expand their network, test assumptions, improve traction, and prepare for investment. It emphasizes the importance of customer development, pivoting based on feedback, and achieving product/market fit.
The Customer Development Game (@ UXCampLondon)Adrian Howard
Decidedly beta- and non-final version of a talk on Customer Development given at the Jul 9th UXCampLondon unconference.
Final version will form part of the Customer Development Game session at Agile 2011 in August at Salt Lake City.
The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.
The document provides an overview of the design thinking process, focusing on the Define and Ideate modes. It discusses how defining involves developing a deep understanding of users and problems through activities like interviews, empathy findings, and creating a point of view statement. Ideating involves brainstorming techniques to generate many ideas, with rules like encouraging quantity, deferring judgment, and building on others' ideas. Prototyping is also covered, explaining that prototypes can take many forms and should be used early to explore ideas and test solutions with users through an iterative process. Videos demonstrate examples of prototyping, empathy research, and testing prototypes with users.
See the video at http://youtu.be/zZnwDedZu1A
Market validation is a crucial first step before spending a lot of time and money rolling out a new product. The process lets you prove out the various elements of your business model before you launch, so you can reach customers in a predictable way.
When it comes to market validation, it’s all about your target customer. Are you reaching the right people? How do get enough of them? How do you learn quickly so you can build the right product and go to market with the wind at your back?
Brian Gladstein is a market testing expert who has helped dozens of companies through this critical phase of product development. He discusses some of the best tools available for quickly reaching your target customers and validating the most important aspects of your product and your go-to-market strategy.
In this webcast we cover:
- Unbounce: for testing user experiences
- FiveSecondTest: for assessing messaging coherence
- Zintro: for connecting with experts in any given field
- AskYourTargetMarket: for consumer surveys
Would you like us to talk about another tool that's great for market validation? Let us know! We would love to hear from you.
Agile innovation Workshop Scrum Day 2013Josef Scherer
This document summarizes an agile innovation workshop covering design thinking, lean startup, customer development, lean canvas, and paper prototype MVPs. The workshop introduces concepts like design thinking processes, the lean startup methodology of build-measure-learn, customer development phases from problem discovery to sustainable growth, using a lean canvas to outline key business model elements, and creating paper prototypes as minimum viable products to test assumptions. Participants practice techniques like creating assumptions to test, filling out lean canvases for ideas, pitching product concepts, and designing paper prototypes to validate hypotheses. The goal is to help participants apply agile and lean methodologies to innovation and new product development.
This document discusses customer development and the business model canvas. It explains that most startups fail because they focus on the product without talking to customers. The business model canvas is introduced as a tool to plan a business using 9 building blocks: key partners, activities, value propositions, customer relationships, segments, channels, revenue streams, resources, and cost structure. Customer development involves testing hypotheses about the business model with customers through minimum viable products and getting feedback to iterate quickly. Examples of pivots based on customer feedback are provided. The importance of validating problems and solutions with customers prior to seeking funding is emphasized.
Setting Course: Design Research to Experience RoadmapJason Ulaszek
Presented by Jason Ulaszek and Brian Winters at Interactions '13 on January 28th, 2013.
Have you ever been enlisted by your company or client to create a consumer “vision” for the evolution of their product or service? As design-thinking principles and activities continue to become centerstage in transforming business models, creating new products and services to meet consumer and market demand, we'll be counted on to leverage our skill to help inform business direction.
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No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
Launching a New Product in Established Company by Microsoft PMProduct School
Main Takeaways:
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This document provides an introduction to concepts for developing a business model, including customers and value propositions. It discusses workshops on shaping good ideas through human-centered design and introduction to the Business Model Canvas. The key activities are to identify customer segments and develop value propositions for the business by getting to know customers, their needs and pain points. The document encourages prototyping ideas and testing them with customers to gain insights.
Defining a Minimum Viable Product (MVP)Eric Swenson
So you’ve begun the product development process. But there’s more to consider as a product manager. How do you know when you’ve built something sufficient as the initial product launch? How can you manage to continually iterate improvements to that product, once it’s been launched? Session Two addresses the challenge of delivering functionality with integrity!
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
Puc class4 cust_dev
1. Class 4
ICS 2014
How to Build a Startup
Hablemos con Clientes desde el Día 1
Customer Development
With the Support of:
www.realstarters.com
1
2. INDEX
PARTE 1 PARTE 2
• Dónde estamos? • Presentación #1-
• Customer Development
• Discovery
Gonzalo Saieg
• Validation • Ing. Civil Industrial, MSc
• Cust. Creation • Emprendedor (2 años)
• Company Creation
• Tema: “ Oportunidades
• Discovery para Emprendedores en
• Entrevista del Problema el Diseño de Productos”
• Status Grupos
2
4. • Distintos caminos en la vida
Clase 1- Qué es • Emprender el camino arriesgado
Emprender • Por qué ahora?
• Algunos Paradigmas (Dinero, Idea, etc)
• Fallar en nuestra sociedad
Clase 2- Miedo a • La importancia de fallar temprano y seguido
Fallar • Que es un MVP
• Qué es un PIVOT
• Disruptive technology
Clase 3- Generar y • Diferencia entre idea y oportunidad
Compartir ideas • Cómo generar y filtrar ideas
• Ejecución & Canvas
• Framework de trabajo
Clase 4- • Qué es y qué no es?
Ejecución, CustDev • 4 pasos ; Discovery & Validation
• Entrevistar a clientes
7. #1 Origen
Steve Blank’s experience:
“distilled from things I got
right, and things I screwed
up,” as well as by his
observations of the practices
of successful companies.
7
8. #2 Early Adopter/Evangelista
EL ABISMO!!!
Source: The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010 / Crossing the Chasm, Geoffrey A. Moore, 1991
8
10. #3 Segmentación
La práctica de dividir una porción grande del
mercado en grupos identificables más
pequeños, que se caracterizan por compartir
necesidades especificas y se referencian entre
ellos
Source: The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010
10
11. Segmentación
• Moore’s Crossing the Chasm -> elegir un
segmento y establecer el “punto de
desembarque en la playa”
• Incluso atacando múltiples segmentos al
mismo tiempo es más barato hoy en día->
• Apegarse a un segmento maximiza los
beneficios de la segmentación
11
18. • Un framework de 4 pasos que permite descubrir y validar que:
- Hemos identificado un mercado para nuestro producto
- Hemos construido un producto o servicio con características
que atacan necesidades reales
- Tenemos los métodos correctos para adquirir y convertir
leads en ventas
- Hemos desarrollado los recursos necesarios para escalar el
negocio
The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010
18
20. CustDev
Discovery El producto resuelve un problema para un grupo
identificado de usuarios
Validation Podemos vender el producto a un mercado lo
suficientemente atractivo
Cust. Creation El modelo es escalable a través de un plan de ventas y
marketing
Com. Creation Los departamentos y procesos operacionales son
creados para escalar el negocio
20
21. CustDev (más aterrizado)
• Customer Development es acerca de cuestionar
las suposiciones del “core” de nuestro modelo de
negocios
• Cada bloque es una Hipótesis (método científico):
– Observar y describir el fenómeno
– Formular una hipótesis para explicar el fenómeno
– Usar la hipótesis para predecir resultados de futuros
eventos
– Medir la predicción basada en tests experimentales
21
23. Discovery & Validation
• Do you have a problem worth Solving? • Have you built something
– Hypothesis statements
• Business Model Canvas customers want?
(input) – MVP Experimenting
– Customer Interviews – Product/Market fit testing
• Preparation
• Problem Interview
• Solution Interview
25. Discovery
• Meta: Comprobar que el producto resuelve un
problema para un grupo identificado de
usuarios
• Darnos cuenta si vale la pena solucionar este
problema ($$)
25
27. Task#1 Discovery- Multiple Canvases
(done)
Objective:
– Document what is in our mind (hypotheses)
– Document customer`s feedback on the
hypotheses we have (pivoting if necessary)
– Common language
30. Task#2 Discovery- Interviews
Preparation
Objective:
– Get ready to start interviewing real customers
– Select first potential customers (in the market
segment you decided to attack)
– First approaches to the customer channels
– Decouple the problem from the solution and test
the problem before binding yourself to a solution
31. Task#2 Discovery- Interviews
Preparation
• B2C: Find at least 10-15 prospects for a 2
weeks interview period (1 week)
• B2B: Find between 5-10 prospects for a 2
weeks interview period (1 week)
• These prospect customers will be used to test
your business model canvas hypotheses
• Prioritize where to start (which customer in
my segment is more interesting?)
32. Task#2 Discovery- Interviews
Preparation
• How to find prospects?
1. 1 Degree contacts
2. Ask for Intros
3. Cold Calling, Emailing, LinkedIn
4. Move around the Industry (e.g. Events, trade
shows, Meetups, etc)
• Don’t be shy!
34. Task#3 Discovery- Problem Interview
Objective:
– Know which problem is worth solving for the
customer (Talk to customers to understand their
worldview before formulating a solution)
– We want to answer:
• Customer Segments: Who has the pain? (Early
adopters)
• Problem: What are you solving?
35. Task#3 Discovery- Problem Interview
We will test top 3
hypothesis on:
– Problem
– Customer
Segments
– Current problem
solutions
37. Task#3 Discovery- Problem Interview
• Ask sufficient time (20-30 mins)
• Use neutral location / prefer face to face
• Do not record the customer
• Use a script (flexible)
• Document immediately
39. Resumiendo
Framework, not a path for
Key Concepts
success (less risk)
Ocupar CustDev en
mi idea- Discovery
Prepare your customer’s
First step, validate the problem
interviews
39
42. PEDIDOS SEMANA PASADA
1. Postear en el blog el proceso de creación del
canvas y su resultado
2. Crear la propuesta de valor
Mi producto X soluciona el problema Y para el
cliente Z, haciendo W
3. Cada proyecto debe tener un logo!
42
43. PEDIDOS SEMANA #5
1. Encontrar prospectos para las entrevistas
2. Entrar al nuevo blog común
3. Postear resultados de la búsqueda de
prospectos en el blog
4. Actualizar canvas (lean canvas)
43
47. 1. Walk up
2. Touch screen
3. Takes four photos
4. Prints photo strip
5. Live streams the photos to an in-
room projector and/or website
48.
49.
50. Key Key Value Costumer Costumer
partners activities proposition relationships segments
Live- Makes
Stream events Social Media Events
Sponsors for
booth Photos more fun
Electronics Print Branded Direct
Photostrips Venues
Memories Marketing
on-site
Manufacturers Follow
Events Production
Key resources Live Channels Companies &
Ad agencies
Printer Supply Booth
Deep
Companies Electronics Production
Brand Wedding
Simple Interaction Companies Sites
Enclosure & Agencies
Word of Transport by
Custom Sales People
SW Mouth
Cost structure Revenue streams
10% to
Fixed Printer execute the
deal Rental Booth Sale
Supply Cost
10% to close Up-Sell
the deal
www.businessmodelgeneration.com
51. Key
partners
• Which partners and suppliers
leverage your model?
• Who do you need to rely on?
Sponsorship for discount on electronics in exchange
for "powered by ... " advertising.
Relationships with Manufacturer for bulk orders
Relationship with Printer supplier for repeat orders
www.businessmodelgeneration.com
52. Key
activities What are the most important tasks
your company performs to create
value?
The most important activity that we do is
print the photostrips on site for free to the
consumer and immediately upload them to
a projector or website for live streaming /
sharing of the event.
53. Key resources
• Which resources underpin your
business model?
• Which assets are essential?
• Booth Enclosure - Simple design that
can be replicated and transported
• Booth Electronics - Camera, Flash,
Touchscreen, computer, printer, printer
supplies
• Custom Software
www.businessmodelgeneration.com
54. Value
proposition What Benefits do you provide?
Your value proposition should speak in
terms of the customer's emotions rather
than your features. It will be at the heart of
both your elevator pitch and your sales
material
The benefit is realized by two segments: 1.
Owners & Event producers: Their events
are more fun for their guests. 2. Brands:
Branded memories on the photostrips, live
streaming of photos to social media sites.
The depth of brand interaction becomes
evident as people make the photos their
profile pictures and/or tag themselves.
www.businessmodelgeneration.com
55. Value
proposition Analogs
What other companies and products do we
want to borrow ideas and behaviours from?
How are they related?
We want to borrow from digital billboards.
The banner ad and the space on the screen
that is visible during print times are media
buying platforms. The latest trend in digital
billboards is to use computer vision to
identify characteristics of the person
passing by and then to create a targeted
advertisement to that person.
www.businessmodelgeneration.com
56. Value
proposition Antilogs
Which companies are we actively doing the
opposite of?
Old school photobooths. We don't charge
our guests. It's free for them, we charge the
brand and the owners.
www.businessmodelgeneration.com
57. Costumer
relationships • What are you offering them?
• What is it that is getting done for them?
• Do they care?
• We offer an experience to the user and
great depth of interaction to the club /
event owner (partners) and the brands
(customers)
• Brands are reaching their targets, Event
owners are producing a fun exp for their
guests
• They care, because the users care, and
the users care because it’s their photo
www.businessmodelgeneration.com
58. Channels
How do customers find & buy our
product?
How will you reach customers and harvest
demand? Direct sales, TV ads, blog &
social media PR, SEO, retail presence?
Weddings: Through wedding sites
(e.g., novio mingos), wedding production
companies, social media, and word of
mouth. Events: Through event production
companies, direct sales marketing to club
owners. Brand: Media buying agencies
(e.g., OMD, Omnicon) or Ad agencies
(Lowe Porta, Chiat Day)
www.businessmodelgeneration.com
59. Channels
Sales or acquisition funnel
Describe your customer acquisition funnel.
What are the stages of intent a new
customer goes through and how do you
move them from curiosity to purchase
decision?
1. We want them to use the booth
2. We rely heavily on the booth experience.
3. We also use the website. We have
photos from past events and a video of the
booth in action.
www.businessmodelgeneration.com
60. Channels
Who are our distribution and sales
partners?
Who will we need to partner with to deliver
our product through these channels?
We function as a hub. Parts come to us
from the suppliers and we distribute them to
the clients.
The booths are directly transported by the
sales people.
www.businessmodelgeneration.com
61. Costumer
segments Who are we selling to?
Your customer segments (you might have
several!) are the groups of customers who
share similar behaviors and buying habits.
The more specific you are, the easier tough
product choices will be, since you'll know
exactly who you're trying to help.
1. Events: Weddings, birthday parties,
dances, etc.
2. Venues: With this model we sell the
booth directly.
3. Production Companies (product is paid
for by the brands as sponsors)
www.businessmodelgeneration.com
62. Costumer
segments Earlyvangelists
Where within that segment will you find your
very first customers, who will pay for a
buggy product and still sing its praises to
their friends & colleagues?
Weddings & Clubs. Because we are first
and are new. They will pay for the product
because no one else can provide this
service.
www.businessmodelgeneration.com
63. Costumer
segments Purchase decision
Who is involved in making a purchase
decision? Identify each person as a
user, influencer, recommender, economic
buyer, or decision maker.
Budget
How are funds allocated for this type of
purchase?
Current workflow
Describe the customer's daily life and work-
flow without your product. What do they
spend their time doing? Which tools do they
use?
www.businessmodelgeneration.com
64. Costumer
segments Future workflow
Describe the customer's new work-flow
once they've purchased and started using
your product. How important is it to their
daily routine?
Other Problems
Ignoring what you are planning to build for a
moment, what other problems does the
customer have? What are the biggest pains
in their job, where does their company or
family lose the most money or time?
www.businessmodelgeneration.com
65. Cost structure
What is the resulting cost structure?
Which key elements drive your
costs?
www.businessmodelgeneration.com
66. Revenue streams
How do we make money?
Subscriptions, service, add-
ons, advertising?
We start as a service company and the money we
generate comes from event rentals
The future goal is to sell the booths to venues with
an additional markup.
www.businessmodelgeneration.com
67. Revenue streams
Specific pricing plans
What are the particular numbers behind
your revenue model?
Simple Rental: 450.000 CLP / booth
Full Activation: 1.700.000 CLP/booth
www.businessmodelgeneration.com
68. Revenue streams
How much is one customer worth?
What is the lifetime value per customer? For example, if
you sell a watch for $500 and the average customer
spends $50 a year for 5 years on tune-ups, your LTV is
$500+$50*5=$750
Since the product is currently being rented the value of each customer
can be seen at the cost of each rental. Although, since we are a first
mover there is implicit value in referrals. What we have seen thus far is:
Wedding customer is worth 900.000 (assume 1 referral / wedding)
Event customer (e.g. Lolla) is worth 1.800.000 CLP (assume 3 referrals)
www.businessmodelgeneration.com
69. Revenue streams
Total cost of ownership
How much does your customer need to budget to buy, own, and use
your product? For example, you might sell a car for $10,000, but your
customer also needs to consider insurance, parking, gas, and so on.
Everything is included in the cost of the rental…
www.businessmodelgeneration.com
70. Revenue streams
Return on investment justification
How much money/time/etc does will your product save a
customer? Ideally, the return a customer gets will be
greater than their total cost of ownership.
We provide a platform from which venues can make a return on their
investment through selling the advertising space on the photostrips. The
value of this ad space is very high as brands are reaching a specific
demographic at the event and through social media as the photos are
uploaded to facebook and are exposed to the social circles of those
guests.
www.businessmodelgeneration.com
Editor's Notes
Need to explain what market means, something like addressable customer base that references each other. Maybe talk about which is harder (new market) and give examples of each
Need to explain what market means, something like addressable customer base that references each other. Maybe talk about which is harder (new market) and give examples of each
Need to explain what market means, something like addressable customer base that references each other. Maybe talk about which is harder (new market) and give examples of each
live-stream photos to an in-room projector or online to social>> media sites such as Facebook