The document provides an agenda and overview for a two-day TiE workshop on best practices and principles for startups. Day 1 focuses on developing business models, including exercises on creating business model canvases (BMCs) and minimum viable products (MVPs). Day 2 involves customer investigation in the field and a retrospective. The workshop teaches entrepreneurs to validate assumptions and learn quickly by talking to customers, developing BMCs and MVPs, and iterating based on customer feedback.
An introduction to the framework "Business Model Canvas" illustrated by concrete Business Models of digital champions such as Linkedin, Scoop.it, HelloMentor, Viadeo, HP, eBay, Google, GMF, AXA, P&G.
Business Modeling 101 - Using the canvas for business analysis mien v1.pptxColumbus Brown
In this session, key connections between business models and the discipline of innovation are demonstrated. Practical ways to use the Business Model Canvas for improving existing business operations, and developing new business initiatives are explored.
Learning Objectives
Make the connection between project requirements and company strategy
Understand how to draw a Business Model Canvas and identify the 9 building blocks
Applying the canvas to new product and service development
An introduction to the framework "Business Model Canvas" illustrated by concrete Business Models of digital champions such as Linkedin, Scoop.it, HelloMentor, Viadeo, HP, eBay, Google, GMF, AXA, P&G.
Business Modeling 101 - Using the canvas for business analysis mien v1.pptxColumbus Brown
In this session, key connections between business models and the discipline of innovation are demonstrated. Practical ways to use the Business Model Canvas for improving existing business operations, and developing new business initiatives are explored.
Learning Objectives
Make the connection between project requirements and company strategy
Understand how to draw a Business Model Canvas and identify the 9 building blocks
Applying the canvas to new product and service development
A business model has 5 parts
Canvas
patterns
design
strategy
process
this presentation is about the canvas part of the business model generation By Manpreet singh digital
VisionaryD's Business Model Canvas: Proposed Freemium, Multisided Business Mo...Rod King, Ph.D.
Today’s global marketplace is looking more and more like a battlefield. Like in a battlefield, today’s global marketplace is characterized by VUCA: Volatility; Uncertainty; Complexity; Ambiguity. To survive and prosper in today’s global marketplace, organizations must have business model agility, that is, the ability to rapidly sense and effectively respond to opportunities and threats. However, there is a serious constraint to achieving business model agility: LONG DELAYS IN ACCESSING RELEVANT BUSINESS INFORMATION.
Search engines such as Google, Bing, and Yahoo Search do not provide useful information on business models; search engine results are not organized according to the structure of a business model. Also, a lot of business information is fragmented, unorganized, and exists in silos. Whenever business information managers such as business planners, strategists, and business model innovators need information especially with regard to markets, industries, and trends, they spend an inordinate amount of time trying to collect information. Often times, the information is obsolete by the time that data collection is completed. Consequently, many organizations – both small and large – are struggling to survive and prosper in a VUCA world. Dead organizations such Kodak, Borders, and Blockbusters suffered from business model rigidity.
VisionaryD is a Business Information Search Engine (BISE) that resolves the problem of inadequate access to business information. As a collaboration (“crowdsourced”) platform that uses a question-and-answer format to collaboratively collect business information, the mission of VisionaryD is to offer a one-stop website that features past, present, and future business models for every organization on the planet 24x7. VisionaryD would act as a Business Information Search Engine that helps organizations to collaboratively develop business models that better sense and respond to changes in markets, industries, society, and the environment.
The proposed business model – a Freemium, Multi-sided Business Model - for VisionaryD is presented below. The VisionaryD software would be free for business information searchers/browsers who want to just see past and present business models. For business model managers, who would like to update and manage their business models in real time, there would be monthly subscriptions. Business model managers, who want to develop detailed business model plans for organizations, can offer business model dashboards for free to the public or sell it. VisionaryD would obtain royalties from such sales. With the expected exponential growth of customers using the VisionaryD software, advertisers would be attracted to the platform so that revenue can be generated from selling both textual and visual ads. Ultimately, VisionaryD is designed to disrupt search engines like Google and Bing as well as collaboration platforms such as Slideshare, Wikipedia, and LinkedIn.
http://goo.gl/khko7G
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
Validating Your Business Ideas Using Design Thinking, Business Model Innovati...Khaya Mtshali
How to use Design Thinking, The Business Model Canvas, and The Customer Development Process to generate, prototype, test, and validate new business ideas. A simple, innovative approach to take your ideas from startup to a company with scalable, repeatable business
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Business Model Canvas Template - PowerPointJoe Filcik
Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models.[1][2] It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.[3] It assists firms in aligning their activities by illustrating potential trade-offs.
The Business Model Canvas was initially proposed by Alexander Osterwalder[4] based on his earlier work on Business Model Ontology.[5] Since the release of Osterwalder's work in 2008, new canvases for specific niches have appeared.
The business model canvas brings agility into business planning. It have neve...Håkan Kleijn
Like its agile cousins, Business Model Generation works at its best when a cross-functional team populates the canvas on a white board, flip chart or similar. As the business model grows ahead visually, it become obvious how its different parts depend on each other. Even a brilliant idea needs a smart payment solution, effective sales channels and an appropriate price, to attract today's "spoiled" customers.
The presentation illustrates the Business Model Canvas taking examples from businesses in your environment. For any doubts or queries, contact me on aichaturvedi@sookshmcs.com
A business model has 5 parts
Canvas
patterns
design
strategy
process
this presentation is about the canvas part of the business model generation By Manpreet singh digital
VisionaryD's Business Model Canvas: Proposed Freemium, Multisided Business Mo...Rod King, Ph.D.
Today’s global marketplace is looking more and more like a battlefield. Like in a battlefield, today’s global marketplace is characterized by VUCA: Volatility; Uncertainty; Complexity; Ambiguity. To survive and prosper in today’s global marketplace, organizations must have business model agility, that is, the ability to rapidly sense and effectively respond to opportunities and threats. However, there is a serious constraint to achieving business model agility: LONG DELAYS IN ACCESSING RELEVANT BUSINESS INFORMATION.
Search engines such as Google, Bing, and Yahoo Search do not provide useful information on business models; search engine results are not organized according to the structure of a business model. Also, a lot of business information is fragmented, unorganized, and exists in silos. Whenever business information managers such as business planners, strategists, and business model innovators need information especially with regard to markets, industries, and trends, they spend an inordinate amount of time trying to collect information. Often times, the information is obsolete by the time that data collection is completed. Consequently, many organizations – both small and large – are struggling to survive and prosper in a VUCA world. Dead organizations such Kodak, Borders, and Blockbusters suffered from business model rigidity.
VisionaryD is a Business Information Search Engine (BISE) that resolves the problem of inadequate access to business information. As a collaboration (“crowdsourced”) platform that uses a question-and-answer format to collaboratively collect business information, the mission of VisionaryD is to offer a one-stop website that features past, present, and future business models for every organization on the planet 24x7. VisionaryD would act as a Business Information Search Engine that helps organizations to collaboratively develop business models that better sense and respond to changes in markets, industries, society, and the environment.
The proposed business model – a Freemium, Multi-sided Business Model - for VisionaryD is presented below. The VisionaryD software would be free for business information searchers/browsers who want to just see past and present business models. For business model managers, who would like to update and manage their business models in real time, there would be monthly subscriptions. Business model managers, who want to develop detailed business model plans for organizations, can offer business model dashboards for free to the public or sell it. VisionaryD would obtain royalties from such sales. With the expected exponential growth of customers using the VisionaryD software, advertisers would be attracted to the platform so that revenue can be generated from selling both textual and visual ads. Ultimately, VisionaryD is designed to disrupt search engines like Google and Bing as well as collaboration platforms such as Slideshare, Wikipedia, and LinkedIn.
http://goo.gl/khko7G
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
Validating Your Business Ideas Using Design Thinking, Business Model Innovati...Khaya Mtshali
How to use Design Thinking, The Business Model Canvas, and The Customer Development Process to generate, prototype, test, and validate new business ideas. A simple, innovative approach to take your ideas from startup to a company with scalable, repeatable business
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Business Model Canvas Template - PowerPointJoe Filcik
Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models.[1][2] It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.[3] It assists firms in aligning their activities by illustrating potential trade-offs.
The Business Model Canvas was initially proposed by Alexander Osterwalder[4] based on his earlier work on Business Model Ontology.[5] Since the release of Osterwalder's work in 2008, new canvases for specific niches have appeared.
The business model canvas brings agility into business planning. It have neve...Håkan Kleijn
Like its agile cousins, Business Model Generation works at its best when a cross-functional team populates the canvas on a white board, flip chart or similar. As the business model grows ahead visually, it become obvious how its different parts depend on each other. Even a brilliant idea needs a smart payment solution, effective sales channels and an appropriate price, to attract today's "spoiled" customers.
The presentation illustrates the Business Model Canvas taking examples from businesses in your environment. For any doubts or queries, contact me on aichaturvedi@sookshmcs.com
I was invited to Melbourne, Australia, to give a talk to business people on the topic of business models.
watch the full video of the talk here:
http://business-model-design.blogspot.com/2007/08/speaking-engagement-on-business-models.html
Tips on writing a business plan from an investor's perspective.
Please visit:
https://flevy.com/browse/business-document/developing-and-presenting-your-business-plan-148
For an improved version of these slides
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 Northfront Entrepreneur Alliance is a entreprenuer networking association in Northern Utah. This presentation was given on 04.06.11 to the group by Rob Kunz- a successfull entrepreneur, investor., and co-founder of BoomStartup. He discusses the Lean Startup Business Model and how to apply it.
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.
How To Conduct a Market Analysis - SD Forum's Crafting A Fundable Roadmap For...Steve Tennant
How to conduct market analysis - a roadmap for startups. Presented at Software Development Forum March 31, 2009. Steve Tennant, Tennant Consulting, www.tennantconsulting.com. Tip of the hat to Scott Schwertly from Ethos3 Communications for "Meet ____" presentation format.
Henrik Berglund, Presentation at Venture Cup, feb 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
Presentation I did for ProductCamp Utah on what it means to be a product manager at a startup. It can be summarized by saying it is a scientific endeavor.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
7. 1998 1998 1998 1999 1999 2000 2000
Mar Jun Oct Jan Sep March Jun
Analytics No investor Shift to Start Launch Shut down Liquid-
platform traction E-commerce company web site ation
for Telecom
8. 2 focus
group sessions
Telecom carrier
No customer contact
negotiations
1998 1998 1998 1999 1999 2000 2000
Mar Jun Oct Jan Sep March Jun
Analytics No investor Shift to Start Launch Shut down Liquid-
platform traction E-commerce company web site ation
for Telecom
10. Traditional start-up model
Build product Big-Bang
Develop concept Build product Alpha /test
Alpha beta Customer
test Launch after
Shipment
Get funding and offering Market test
3 years
Write business plan
Build the product Test / fix Ship / fix
Planning / collateral PR / plan launch Launch /
Demand gen.
Initial sales rep Build sales team /
selling
11. “Big Up Front Design”
Develop concept Build product
Build product Alpha /test
Alpha beta Customer
Big-Bang
Get funding and offering test
Market test Shipment
Launch
Unbridled False sense of Rude Resetting Predictable
enthusiasm security awakening expectations disaster
14. Who is this legendary entrepreneur?
Karsanbhai Patel
Nirma
15. How do you compete with a Rs. 200cr brand?
Answer: Start on a bicycle!
16. Lessons from Karsanbhai and Nirma
Start small, but with a strong vision
Clear value-prop for untapped segment
Constantly validate all assumptions in the market
Iterate and learn
18. 2 stages of start-ups
Search Scale
Focus on Focus on
Experimentation Execution
Source: “Startup Owner’s Manual”, Blank & Dorf
19. When to use this approach
Appropriate Limited value
New markets / new product Established categories
Bootstrap businesses Capital intensive industries
Disruptive businesses Established businesses
Examples: web, mobile Examples: retail store,
car company
20. Search Principle # 1: Business Model Canvas
KEY KEY VALUE CUSTOMER CUSTOMER
PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS
PROPOSITION
KEY
RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
Source: “Business Model Generation”, Osterwalder & Pigneur
21. Search Principle #2: Minimum Viable Product
Minimum + Viable
Fertile area for new products
Minimum Viable
Too-basic products Incumbent
no one wants products
34. Crossword: “The best browsing experience”
KEY KEY VALUE CUSTOMER CUSTOMER
PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS
• Sourcing PROPOSITION
In store, Crossword
• Publishers • Visual merchandising club
• Franchisees • Urban Indian
• Book reading sessions
• Shopper’s Stop • Browsing book lovers
• Crossword Literary
(parent co) Award experience
• Instant gratification • Companies
KEY • Stationery
RESOURCES CHANNELS
buyers
• Real estate • Store
• Phone • Casual mall
• Web visitors
• Institutional
COST STRUCTURE REVENUE STREAMS
• Book sales • Coffee
Real estate, cost of inventory
• Advertising • Trinkets
35. Mid Day: “Evening gossip companion”
KEY KEY VALUE CUSTOMER CUSTOMER
PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS
• Brand building PROPOSITION
• Distribution • Transactional • Mumbai
• PTI, AP etc. • Deep multi-year
• Newsgathering English-
high-touch
• Light speaking mass
• Improving ABC numbers relationships market
entertainment
in key demographics after/during a busy • Office-goers
day • Commuters
KEY
• “2nd newspaper” CHANNELS
RESOURCES Advertisers +
• Journalists • Mumbai-wide • Railway platforms Agencies:
reach of readers in • Kirana shops • Mass market
• Salespeople with a relaxed context • Mumbai
media-planning in a unique time • Direct • Classified
knowhow window • Discount
COST STRUCTURE REVENUE STREAMS
• Retail offtake (5%)
Newsroom, newsprint
• Advertising (95%)
36. Summary: why BMCs are important
Elevator pitch – quick summary
Maximize time from your mentors/advisors
Compare with your competitors
The foundation for your business plans / planning
42. MVP example #3: Mock brochure
“A lot of technology entrepreneurs, confuse
shipping and selling. They are two distinct and
separate activities. You don’t need a product to
try to sell something. Immerse yourself with
prospective clients; understand where their pain
points are.”
- Greg Gianforte, serial enterpreneur
43.
44. Definitions
• Version of a new product which allows a team to
collect the maximum amount of validated
learning about customers with the least effort
• Anything that helps validate a market for your
product
45. Hard for customers to visualise Easy for customers to visualise
Ask Commission Mock Balsamiq Demo Real
friends/ex market brochure mock-up video product
perts research
Easy to implement, early Hard to do, late learning
learning
47. MVP template
Identify the #1 market-facing risk for your idea
Design 1-week experiment that will help you validate the idea,
keeping in mind the risk
Define success criteria for the experiment
48. Steve Jobs v. Steve Blank
Vision is important; so is validation
54. Finding customers
Target list of 30+ (to get 10) - Identify specific personas
Sources:
• Email contacts / Friends and family / Social media: Linkedin,
Facebook/Quora / Warm Introductions
Pitch:
• Communicate your idea in 10 seconds or less
• “Want to ask for you advice – this is not a sales pitch”
• “Have been asked to talked to you by TiE”
Should be able to get useful input in 15 min.
55. Interview principles
Customers are interested in their problem, not necessarily your
solution
Ask customers to describe problem(s) in their own words
Focus on behavior, not preconceived ideas / statements
Be inquisitive, don’t challenge
Ask open-ended questions
Observe the environment of the customer
56. Interview questions
Poor questions:
• “Do you think this is a good idea?”
• “Do you like this (proposed) solution?”
• “Would you buy this product?”
• “How much would you pay for this?”
Good questions:
• “How do you currently deal with this problem?”
• “What alternatives have you considered?”
• “How much does this problem cost you today?”
• “Would you pay Rs. 1 crore to solve the problem?”
57. Suggestions on how to probe
Walk me through the last time you faced this problem.
What was the impact on you?
How did you feel about the situation?
How frequently do you encounter this problem?
When the problem occurs, how critical / urgent is it?
How are you currently solving the problem?
What do you like / dislike the current solution?
Ask the “Why” behind the “what”.
58. What to observe
Time spent talking about a particular issue
Observe their body language and expressions
“Yes” means no; “Where can I buy it?” means maybe; “Here’s
$20 dollars” means yes.
59. Concluding Thoughts
Take notes (as quickly as possible)
Be prepared to find new problem(s)
Thank them
Ask for introductions
63. TiE Workshop:
Best practices and practical principles for
startups (Day 2)
Pallav Barah
Krishnan Natarajan
Manish Govind Pillewar
64. Agenda
Friday Oct 5 Oct 6 - 12 Friday Oct 12
9:30 – 10:00 Customer investigation – in the 9:30 – 10:30
Welcome / agenda / introductions field Retrospective
10:00 – 10:30 10:30 – 1:00
Startup models Team presentations
10:30 – 11:00 1:00 – 2:00
Business Model Canvas (BMC) & Lunch
examples
11:00 – 1:00 2:00 – 3:00
Exercise: BMC Guest speaker: VC
1:00 – 1:30 3:00 – 3:30
MVP & examples Summary / wrapup
1:30 – 2:30
Lunch
2:30 – 4:00
Exercise: MVP
4:00 – 5:00
Best practices for customer investigation
5:00 – 5:30
Networking
65. Retrospective
How were you able to find customers?
How many assumptions on the BMC were validated?
How many BMC assumptions were invalidated?
What were your biggest surprises?
Was this approach useful?
This deck is a tool for facilitating a discovery conversation between a ThoughtWorker and a prospect.The idea is to draw the prospect into conversation as soon as possible, and get them to share their challenges. This means the ThoughtWorker should spend a good deal of the time asking questions and listening to the answers, i.e. “Does this sound familiar to you?”, “How is your Agile adoption going?”, “Are you doing weekly/monthly releases?”, “How is experience design incorporated into your process?”, etc.The goal is to discover whether or not there is a basis for a potential future relationship (cultural compatibility, good overlap between their needs and our capabilities, etc.) and identify the next steps.
This deck is a tool for facilitating a discovery conversation between a ThoughtWorker and a prospect.The idea is to draw the prospect into conversation as soon as possible, and get them to share their challenges. This means the ThoughtWorker should spend a good deal of the time asking questions and listening to the answers, i.e. “Does this sound familiar to you?”, “How is your Agile adoption going?”, “Are you doing weekly/monthly releases?”, “How is experience design incorporated into your process?”, etc.The goal is to discover whether or not there is a basis for a potential future relationship (cultural compatibility, good overlap between their needs and our capabilities, etc.) and identify the next steps.