People Stretch Solutions is an expert in sales development, leadership, emotional intelligence and sales technology.
They pioneered a world-class suite of sales assessments and leadership assessments that will take the guesswork out of understanding your people's strengths and weaknesses.
Social Media Marketing: Strategy and Management (training)Jude Calvillo
This presentation, on social media marketing strategy and management, was for a workshop I held with some of DTLA's (Downtown Los Angeles') startups in early 2015. Unlike most such presentations, the recommendations herein are actually founded upon the principles of marketing, as well as the latest in consumer research. Part 2, which is forthcoming and aimed at larger organizations, will tackle advanced analytics and team management.
Organizer: Hsinchu Science Park Bureau (HSPB), FITI Program
Instructor: Albert Weng
Date: 2021/06/26
Venue: online
Participants: 20+ startup team from FITI and other programs supported by HSPB
Why And How to Transition into Product Management by Google PMProduct School
Nabil Shahid walks through their journey to Product Management in the world of tech, talking about how to market your skills and how to get into the industry. He also touches on balancing knowledge and personal experience with what's best for a wider user group.
Chapter 1
Niccole Hyatt, PhD
objectives
Define operations management.
Describe difference between manufacturing and service organizations.
Describe decisions that operations managers make.
Identify major historical developments in operations management.
Identify current trends in operations management.
Describe the flow of information between operations management and other business functions.
What is operations management?
Operations management manages the resources and the transformation processes needed to produce the company’s products and services.
It involves managing people, machines, and information.
Operational excellence is the optimization of these mechanisms.
What decisions do operations managers make?
Operations managers must plan the production schedule. This entails deciding how much to produce and in what order. This information would be used to make purchasing and staffing decisions.
Operations managers must manage inventory. They must arrange the inventory in the warehouse. They also facilitate the movement of inventory from the warehouse to the retail facilities or customers.
Operations managers must also manage quality levels. This may include inspection of materials and the use of quality tools, such as control charts.
What is the transformation process?
The transformation process involves taking the various inputs and transforming them into outputs.
An advertising agency would transform the time of its staff into an advertising campaign.
A bank may use the time of a teller, an input computer, and a bank branch to accept a deposit.
A TV station could use the time of its production crew, the video equipment, and the studio to produce a news story.
What are the three major business functions?
The three major business functions are finance, marketing, and operations.
Finance manages the assets—the building used for production, investments, and cash flows related to production, such as providing the required machines.
Marketing generates sales of the product or service, such as finding customers for the proposed airplanes.
Operations entail the production of a product or service and must manage the inputs to production such as workers' time, materials, and machine time to create airplane parts.
Difference between strategic and tactical?
Strategic decisions are decisions that set the direction for the entire company; they are broad in scope and long-term in nature.
Tactical decisions are decisions that are specific and short-term in nature and are bound by strategic decisions.
Difference between service and manufacturing?
Service organizations involve the customers in their operations to some degree, while manufacturing organizations do not. Service organizations cannot create an inventory of the service since it is intangible.
Manufacturing organizations produce a physical product that can be stored in inventory.
For example, Ford Motors is a manufacturer. It makes automobiles, custome ...
Customer Centric: Product/Service Design for Businessstudiotelon
In 2016 I gave a guest lecture to Business students on customer-centric design in developing products and services. The lecture was part of a one-semester course on digital business.
Social Media Marketing: Strategy and Management (training)Jude Calvillo
This presentation, on social media marketing strategy and management, was for a workshop I held with some of DTLA's (Downtown Los Angeles') startups in early 2015. Unlike most such presentations, the recommendations herein are actually founded upon the principles of marketing, as well as the latest in consumer research. Part 2, which is forthcoming and aimed at larger organizations, will tackle advanced analytics and team management.
Organizer: Hsinchu Science Park Bureau (HSPB), FITI Program
Instructor: Albert Weng
Date: 2021/06/26
Venue: online
Participants: 20+ startup team from FITI and other programs supported by HSPB
Why And How to Transition into Product Management by Google PMProduct School
Nabil Shahid walks through their journey to Product Management in the world of tech, talking about how to market your skills and how to get into the industry. He also touches on balancing knowledge and personal experience with what's best for a wider user group.
Chapter 1
Niccole Hyatt, PhD
objectives
Define operations management.
Describe difference between manufacturing and service organizations.
Describe decisions that operations managers make.
Identify major historical developments in operations management.
Identify current trends in operations management.
Describe the flow of information between operations management and other business functions.
What is operations management?
Operations management manages the resources and the transformation processes needed to produce the company’s products and services.
It involves managing people, machines, and information.
Operational excellence is the optimization of these mechanisms.
What decisions do operations managers make?
Operations managers must plan the production schedule. This entails deciding how much to produce and in what order. This information would be used to make purchasing and staffing decisions.
Operations managers must manage inventory. They must arrange the inventory in the warehouse. They also facilitate the movement of inventory from the warehouse to the retail facilities or customers.
Operations managers must also manage quality levels. This may include inspection of materials and the use of quality tools, such as control charts.
What is the transformation process?
The transformation process involves taking the various inputs and transforming them into outputs.
An advertising agency would transform the time of its staff into an advertising campaign.
A bank may use the time of a teller, an input computer, and a bank branch to accept a deposit.
A TV station could use the time of its production crew, the video equipment, and the studio to produce a news story.
What are the three major business functions?
The three major business functions are finance, marketing, and operations.
Finance manages the assets—the building used for production, investments, and cash flows related to production, such as providing the required machines.
Marketing generates sales of the product or service, such as finding customers for the proposed airplanes.
Operations entail the production of a product or service and must manage the inputs to production such as workers' time, materials, and machine time to create airplane parts.
Difference between strategic and tactical?
Strategic decisions are decisions that set the direction for the entire company; they are broad in scope and long-term in nature.
Tactical decisions are decisions that are specific and short-term in nature and are bound by strategic decisions.
Difference between service and manufacturing?
Service organizations involve the customers in their operations to some degree, while manufacturing organizations do not. Service organizations cannot create an inventory of the service since it is intangible.
Manufacturing organizations produce a physical product that can be stored in inventory.
For example, Ford Motors is a manufacturer. It makes automobiles, custome ...
Customer Centric: Product/Service Design for Businessstudiotelon
In 2016 I gave a guest lecture to Business students on customer-centric design in developing products and services. The lecture was part of a one-semester course on digital business.
Customer Development - Identifying and Testing Startup HypothesesHenrik Berglund
Presentation for VCs, angels and incubator coaches on how to help startups implement customer development, specifically how to identify and test startup hypotheses.
Draws heavily on ideas and content from Steve Blank, Cindy Alvarez and Jason Evanish.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Speaking That Gets You What You Want: How to Create and Deliver Powerful Pres...The Veritas Group
A Presentation about Presentations:
Preparation
Content
Creating a great PPT
Preparing to present
Delivery: speaking
Delivery: using your body
Answering questions
How Moz is building personas with lean principles, keeping them relevant and authentic, and using them to create a shared understanding and empathy for our customers and community.
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
This presentation aims to teach others how to use the user centered design methodology known as personas.
Personas are archetypes (models) that represent groups of real users who have similar behaviors, attitudes, and goals. A persona describes an archetypical user of software as it relates to the area of focus or domain you are designing for as a lens to highlight the relevant attitudes and the specific context associated with the area of work you are doing.
Do you want to build your own start up but you don't know where to start?
Do you have a business idea that you want to change into an income?
Do you wish to make your startup journey successful?
Do you know what it takes to make your business successful in Chongqing?
This workshop is made for you!
Startup Grind Southwest University will be hosting a“crash course" workshop where anyone
that has ever considered starting a business will learn how to do so.
Building a business is exciting, but building a successful business
is a complicated process especially now when our city’s growth rate is decreasing.
Come to learn the important steps and facts to turn your passion into a
profitable start up venue with Clark.
Clark is an entrepreneur that has a strong business
background and more than 8 years of experience in Chongqing. during that period he has learned a lot of lessons
that he is willing to share with us. Don't miss this priceless opportunity !!!!
D MGMT655 Team CharterTeam Members and contact information .docxalanrgibson41217
D MGMT655 Team Charter
Team Members and contact information:
Name
Preferred Email
Phone Number
Time Zone
Denise Brown
[email protected]
970-313-8763
Pacific (California)
Purpose Statement and Team Objectives:
Team Values:
List the values/behaviors you will use to effectively achieve your mission.
Values might include behaviors such as listening with an open mind, sharing knowledge, respectful communication, take responsibility/no blame, decisions based on reasoning, etc. Come up with your own list!
Team Expectations:
Collectively identify a list of expectations for team members.
Expectations might include behaviors such as keeping commitments, being proactive in staying current with your team, everyone contributes, process if someone does not keep commitments, etc.
Team Meetings and Communication:
Working as a virtual team can present some challenges in terms of communication. Identify when and how the team will meet/communicate with one another. Include how to communicate with those who can’t attend.
Team Assessment:
Identify the strengths and weaknesses of each team member.
For this course, identify who is most comfortable with the simulation and with Finance. Be sure to tap into these skills in your team process.
Functional Roles:
Based on skills and interests, indicate each individual’s role and their tasks for the team project. Define the responsibilities of each role.
COO/ Team Leader –
Organizes team meetings, facilitates team discussions,facilitates problem solving and collaboration, and strives for team consensus and win-win agreements. The COO collects and compiles the Product Manager slides for the Board of Directors presentations (Group Projects), adding a “state of the business” executive summary-type slide, a finance slide, and, ideally, a “lessons learned” slide. Typically, the COO makes the final Finance decisions just before simulation round close when financing needs for the company are available in the Pro Formas.
Product Managers (VPs)–
Each team member selects one sensor product to manage. There are five sensor products in each company. If there are only five team members, then the COO also will manage a product. The Product Managers (VPs) will make all functional decisions for their product – R&D, Marketing, and Production. No decisions will be made for another VP’s product without their agreement. Each VP will create at least four slides for the Board of Directors Presentation (Group Project), including a cover slide, and one slide for each functional area. Ample notes explaining and assessing decisions are included. The slides are submitted to the COO and Instructor.
Fill out the table below to confirm product management responsibilities. The sensor names begin with the same letter as the first letter of your company name. E.g., Cid is the high end sensor for the Chester company. You will find the sensors and associated primary market segment listed on pag.
Investors historically sit through pitches and evaluate early stage startups on three primary metrics: 1) great looking product demos, 2) compelling presentations, and 3) a strong team. Steve Blank, the Godfather of the Lean Startup movement said in his Customer Development Manifesto: “There’s no formal way for an investor to assess project maturity or quantify risks. Other than measuring engineering progress, there’s no standard language to communicate progress.”
What has been missing is a common language to communicate objectives and data that investors and entrepreneurs can use to communicate startup readiness.
Fortunately, the principles developed in the Lean Startup movement can be utilized to help entrepreneurs assess their Investor Readiness Level in a way that allows them to demonstrate “evidence” of their readiness. In this session, Max Green and Heath Naquin, both of the IC2 Institute, will share this new method for entrepreneurs to gauge their own investor readiness using the principles of Steve Blank's Investment Readiness Level and LeanLaunchpad.
Entrepreneurs attending this session will learn a valuable approach helping their start-up team prove their competence and validate their ideas by showing investors “evidence” that there’s a repeatable and scalable business model.
Heath Naquin serves as Executive Director for the SW I-Corps Node at The University of Texas at Austin. He also serves as the Managing Director for a multi-university NSF Industry University Cooperative Research Center (I/UCRC) the Center for Next Generation Photovoltaics. Heath was a founding member of three different start-up business initiatives across sectors. He has helped companies raise more than $30 Million in funding from private and government sources.
Heath actively works on international commercialization initiatives and efforts focusing on industry collaboration, new project development and deployment along with building linkages between industry, government, academia and the venture capital community. Heath has worked in more than 20 countries on international commercialization and entrepreneurship initiatives in countries such as Colombia, Jordan, Iraq, Korea, Mexico, Portugal, Armenia, and Turkey. Heath has extensive experience with the NSF, EPA and NIH SBIR programs as an active commercial reviewer for many years. Heath also currently serves as Faculty for the Concordia University Executive MBA program.
WeWork provides small businesses, startups, and freelancers with beautiful workspace, inspiring community, and meaningful services. With weekly events, personalized support, flexibility, and access to thousands of like-minded entrepreneurs around the world - WeWork is the perfect place to grow your business in 2015.
The WeWork Congress location sits in the heart of downtown Austin at 6th St. and Congress Ave. To learn more about joining the community, email joinus@wework.com or call 855.593.9675.
100 page no-nonsense guide on scaling CX. Straightforward content to help you cultivate your customer-centric advantage and continue to win.
To scale CX you have to keep customers at the heart of everything you do. It's time to step on the gas and scale the CX systems you have in place.
Check out our latest whitepaper below, which includes:
✅ How to scale customer research & insight analysis
✅ How to democratise CX insights and Research
✅ How to build a lasting customer-centric culture
Read here: https://hubs.ly/H0sZDVl0
How to Prioritize as a PM by Alexa Mobile Amazon Sr Tech PMProduct School
Main takeaways:
- The reason prioritization is the most important job Product Managers have
- How and to whom you should communicate your prioritization
- Useful prioritization tools and frameworks
How a Product Manager Pivots Into a New Domain by Microsoft Sr PMProduct School
Main Takeaways:
You don't need to start in a given domain as the biggest expert in that domain - you just need to lead with curiosity.
You can be effective by having good core PM skills and remaining focused on a key set of repeatable questions and processes focused on understanding the business space &, most crucially, who are the customers and what are their pain points & needs.
You also have to start by understanding the org you're moving into - especially who are the key domain experts to partner with early and what is the org's understanding of Product Management.
Getting started with UX research October 2017.pptxCarol Rossi
You know you need customer insights to make good design decisions but without a dedicated researcher on your team how do you run the research? These tips will help you get started.
More Related Content
Similar to Target research - plan - execute v3 smart ceo
Customer Development - Identifying and Testing Startup HypothesesHenrik Berglund
Presentation for VCs, angels and incubator coaches on how to help startups implement customer development, specifically how to identify and test startup hypotheses.
Draws heavily on ideas and content from Steve Blank, Cindy Alvarez and Jason Evanish.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Speaking That Gets You What You Want: How to Create and Deliver Powerful Pres...The Veritas Group
A Presentation about Presentations:
Preparation
Content
Creating a great PPT
Preparing to present
Delivery: speaking
Delivery: using your body
Answering questions
How Moz is building personas with lean principles, keeping them relevant and authentic, and using them to create a shared understanding and empathy for our customers and community.
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
This presentation aims to teach others how to use the user centered design methodology known as personas.
Personas are archetypes (models) that represent groups of real users who have similar behaviors, attitudes, and goals. A persona describes an archetypical user of software as it relates to the area of focus or domain you are designing for as a lens to highlight the relevant attitudes and the specific context associated with the area of work you are doing.
Do you want to build your own start up but you don't know where to start?
Do you have a business idea that you want to change into an income?
Do you wish to make your startup journey successful?
Do you know what it takes to make your business successful in Chongqing?
This workshop is made for you!
Startup Grind Southwest University will be hosting a“crash course" workshop where anyone
that has ever considered starting a business will learn how to do so.
Building a business is exciting, but building a successful business
is a complicated process especially now when our city’s growth rate is decreasing.
Come to learn the important steps and facts to turn your passion into a
profitable start up venue with Clark.
Clark is an entrepreneur that has a strong business
background and more than 8 years of experience in Chongqing. during that period he has learned a lot of lessons
that he is willing to share with us. Don't miss this priceless opportunity !!!!
D MGMT655 Team CharterTeam Members and contact information .docxalanrgibson41217
D MGMT655 Team Charter
Team Members and contact information:
Name
Preferred Email
Phone Number
Time Zone
Denise Brown
[email protected]
970-313-8763
Pacific (California)
Purpose Statement and Team Objectives:
Team Values:
List the values/behaviors you will use to effectively achieve your mission.
Values might include behaviors such as listening with an open mind, sharing knowledge, respectful communication, take responsibility/no blame, decisions based on reasoning, etc. Come up with your own list!
Team Expectations:
Collectively identify a list of expectations for team members.
Expectations might include behaviors such as keeping commitments, being proactive in staying current with your team, everyone contributes, process if someone does not keep commitments, etc.
Team Meetings and Communication:
Working as a virtual team can present some challenges in terms of communication. Identify when and how the team will meet/communicate with one another. Include how to communicate with those who can’t attend.
Team Assessment:
Identify the strengths and weaknesses of each team member.
For this course, identify who is most comfortable with the simulation and with Finance. Be sure to tap into these skills in your team process.
Functional Roles:
Based on skills and interests, indicate each individual’s role and their tasks for the team project. Define the responsibilities of each role.
COO/ Team Leader –
Organizes team meetings, facilitates team discussions,facilitates problem solving and collaboration, and strives for team consensus and win-win agreements. The COO collects and compiles the Product Manager slides for the Board of Directors presentations (Group Projects), adding a “state of the business” executive summary-type slide, a finance slide, and, ideally, a “lessons learned” slide. Typically, the COO makes the final Finance decisions just before simulation round close when financing needs for the company are available in the Pro Formas.
Product Managers (VPs)–
Each team member selects one sensor product to manage. There are five sensor products in each company. If there are only five team members, then the COO also will manage a product. The Product Managers (VPs) will make all functional decisions for their product – R&D, Marketing, and Production. No decisions will be made for another VP’s product without their agreement. Each VP will create at least four slides for the Board of Directors Presentation (Group Project), including a cover slide, and one slide for each functional area. Ample notes explaining and assessing decisions are included. The slides are submitted to the COO and Instructor.
Fill out the table below to confirm product management responsibilities. The sensor names begin with the same letter as the first letter of your company name. E.g., Cid is the high end sensor for the Chester company. You will find the sensors and associated primary market segment listed on pag.
Investors historically sit through pitches and evaluate early stage startups on three primary metrics: 1) great looking product demos, 2) compelling presentations, and 3) a strong team. Steve Blank, the Godfather of the Lean Startup movement said in his Customer Development Manifesto: “There’s no formal way for an investor to assess project maturity or quantify risks. Other than measuring engineering progress, there’s no standard language to communicate progress.”
What has been missing is a common language to communicate objectives and data that investors and entrepreneurs can use to communicate startup readiness.
Fortunately, the principles developed in the Lean Startup movement can be utilized to help entrepreneurs assess their Investor Readiness Level in a way that allows them to demonstrate “evidence” of their readiness. In this session, Max Green and Heath Naquin, both of the IC2 Institute, will share this new method for entrepreneurs to gauge their own investor readiness using the principles of Steve Blank's Investment Readiness Level and LeanLaunchpad.
Entrepreneurs attending this session will learn a valuable approach helping their start-up team prove their competence and validate their ideas by showing investors “evidence” that there’s a repeatable and scalable business model.
Heath Naquin serves as Executive Director for the SW I-Corps Node at The University of Texas at Austin. He also serves as the Managing Director for a multi-university NSF Industry University Cooperative Research Center (I/UCRC) the Center for Next Generation Photovoltaics. Heath was a founding member of three different start-up business initiatives across sectors. He has helped companies raise more than $30 Million in funding from private and government sources.
Heath actively works on international commercialization initiatives and efforts focusing on industry collaboration, new project development and deployment along with building linkages between industry, government, academia and the venture capital community. Heath has worked in more than 20 countries on international commercialization and entrepreneurship initiatives in countries such as Colombia, Jordan, Iraq, Korea, Mexico, Portugal, Armenia, and Turkey. Heath has extensive experience with the NSF, EPA and NIH SBIR programs as an active commercial reviewer for many years. Heath also currently serves as Faculty for the Concordia University Executive MBA program.
WeWork provides small businesses, startups, and freelancers with beautiful workspace, inspiring community, and meaningful services. With weekly events, personalized support, flexibility, and access to thousands of like-minded entrepreneurs around the world - WeWork is the perfect place to grow your business in 2015.
The WeWork Congress location sits in the heart of downtown Austin at 6th St. and Congress Ave. To learn more about joining the community, email joinus@wework.com or call 855.593.9675.
100 page no-nonsense guide on scaling CX. Straightforward content to help you cultivate your customer-centric advantage and continue to win.
To scale CX you have to keep customers at the heart of everything you do. It's time to step on the gas and scale the CX systems you have in place.
Check out our latest whitepaper below, which includes:
✅ How to scale customer research & insight analysis
✅ How to democratise CX insights and Research
✅ How to build a lasting customer-centric culture
Read here: https://hubs.ly/H0sZDVl0
How to Prioritize as a PM by Alexa Mobile Amazon Sr Tech PMProduct School
Main takeaways:
- The reason prioritization is the most important job Product Managers have
- How and to whom you should communicate your prioritization
- Useful prioritization tools and frameworks
How a Product Manager Pivots Into a New Domain by Microsoft Sr PMProduct School
Main Takeaways:
You don't need to start in a given domain as the biggest expert in that domain - you just need to lead with curiosity.
You can be effective by having good core PM skills and remaining focused on a key set of repeatable questions and processes focused on understanding the business space &, most crucially, who are the customers and what are their pain points & needs.
You also have to start by understanding the org you're moving into - especially who are the key domain experts to partner with early and what is the org's understanding of Product Management.
Getting started with UX research October 2017.pptxCarol Rossi
You know you need customer insights to make good design decisions but without a dedicated researcher on your team how do you run the research? These tips will help you get started.
Similar to Target research - plan - execute v3 smart ceo (20)
2. About SmartCEO’s Content Studios
• Providing companies with competitive differentiation thru the use of content and stories.
• Responsible for smartceo.com and SmartCEO Magazine.
• Core offerings
• Thought Leadership
• Roundtables
• Webinars
• Feature driven videos
• Videos that sell
• Content for print & web
• Platform for exposure.
• Core mission is to help companies attract new business with content.
3. About People Stretch
People Stretch Solutions is an expert in sales development, leadership, emotional
intelligence and sales technology.
They pioneered a world-class suite of sales assessments and leadership
assessments that will take the guesswork out of understanding your people's
strengths and weaknesses.
Core offerings:
• CEO Advisory
• Advanced sales training
• Advanced sales management training
• Senior executive training plans
• Creating job profiles for the right sales person
• Leadership development programs
• Organization for sales and maximizing your CRM
5. Target
Look at your Best Customers and identify
these 2 kinds of criteria
• Demographics:
characteristics that can
be uncovered easily
(often without a
conversation)
• Cultural: characteristics
that require interaction in
order to determine
6. Focus List
Identify companies that fit your ideal client profile
Pick the appropriate number of accounts to focus on to
establish rhythm and avoid getting overwhelmed.
7. Research the Hunt
• Company History
• Decision-scape
• Individual History
• Future Direction of Its Industry
• Competition
8. Corporate History (Part 1)
• Corporate Website
• Shareholder Statements (10-q/k’s)
• Trajectory of company(past)?
• Future direction of the company?
9. Corporate History (Part 2)
Search Washington Sport and Health CEO
Other search options:
- What are people saying about company x
- Company x in the news
10. Decision-Scape Clues
Go to CEO’s
LinkedIn Page and
look at:
People Also Viewed
Section on right side
of page, about half
way down
16. 1.
Introduc,on
Scripting (Part 1)
5
Words:
Hi
________________
(first
name),
its
____________________________________
(first
name,
last
name).
2.
STOP
Stop.
Don’t
say
a
word
un>l
they
respond.
Respond
appropriately
(and
have
fun).
3.
Permission
Is
it
ok
if
I
take
10
seconds
and
tell
you
why
I
called?
4.
Posi,oning
Statement
1.
I
help
____________
(>tle)
___________________
who
are
___________(emo>onal
word)
_________________
about
________________(posi>oning
statement)
____________.
5.
Permission
II
Can
I
ask
you
a
ques>on?
17. 6.
Two
Examples
(Speak
slowly
and
deliberately.
Pause
for
effect.
Slow
down.)
Scripting (Part 2)
I
speak
with
a
lot
of
(>tle)…And
the
two
things
I’ve
been
hearing
the
most
of
lately
are:
Example
#1
__________________________________________
Example
#2
__________________________________________
7.
Discussion
Do
either
of
those
ring
true
for
you?
Which
one?
Tell
me
about
that…
8.
Helper
Ques,ons
How
long
has
this
been
on
your
radar?
When
did
you
first
no>ce?
9.
Close
Is
that
a
problem?
Does
it
makes
sense
to
schedule
a
follow
up
>me
to
talk
about
this
a
liTle
further?
18. Offers you can’t refuse
OFFER 1: People Stretch is offering a free assessment!
http://tinyurl.com/PSSFreeAssessment
Value add of free sales assessment screening
1. Learn to look for the sales dna that differentiates between good and great sales people.
2. Learn how to avoid sales people who present well in interviews but can't sell themselves
with any consistency.
3. Learn key areas to develop to help potential sales person grow into top performer
4. Learn what self limiting beliefs to look for that cause sales people to fail.
OFFER 2: Smart Content Studios is offering a free 60 minute content consulting
session!
19. How to get in touch
Please send an email to rick@smartceo.com Or to reach
Alex directly alex@peoplestretch.com
Sites: www.smartcontentstudios.com
&
www.peoplestretch.com
