This is an interactive presentation that Stefan Erschwendner, Managing Director of LHBS gave for the Account Planning Group Germany at the Google Office in Berlin on the 29th of February 2013. Certain parts of the presentation are blank since they got build up during the presentation.
8. 1. Complexity
People, Business and Brands behave different in a connected world
http://www.wired.com/wiredscience/2008/04/the-complexity/
9. 2. Acceleration
Increasing speed of life and business demands a new way of working
http://doktorsblog.de/2010/01/24/innovation-timeline-1900-2050/
10. Management decision cycles are sometimes longer than technology
cycles. This creates even more pressure for agencies.
11. Disciplines and tasks merge
Branding Research
Sales
Strategy
Development
...
Innovation
12. Uncertainty is the biggest business barrier at the moment.
Sir Martin Sorrell
http://img.new.livestream.com/events/00000000001b52f4/fdedfe80-ff9c-4149-979a-0be78a42e6f2_5307.jpg
13. Agencies & Strategic Planning
The way we work needs to adapt to the outside world.
14. It is not the strongest of the species that survives, nor the most
intelligent, but the one most responsive to change. Charles Darwin
http://www.glsc.org/darwin/images/8_Darwin.jpg
16. In a complex and speed driven world there is a strong need for
strategy. But the way strategy is done needs to change.
17. Strategy
When crafting a strategy, all companies need to make bets about what
customers will want in the future, what competitors will do in the future,
what the company itself is capable of accomplishing in the future, what
will happen in the economy generally. None of these bets can be
guaranteed.
Strategy means making the best possible choices you can make today
and then being responsive when the bets do or do not come in as
hoped.
Roger Martin
http://blogs.hbr.org/cs/2013/01/placing_strategic_bets_in_the.html?utm_campaign=Socialflow&utm_source=Socialflow&utm_medium=Tweet
18. Strategy
So rather than seeing strategy as a way to get rid of uncertainty, think
about strategy as a way of dealing productively with life's inevitable
uncertainty, by continuously making and updating your bets about the
future.
19. Who knows about continuously making and updating bets about the future?
20. Selecting a Business Model
usually requires making a
number of assumptions. In
many cases, it is impossible
to verify these assumptions
before implementing the
Steve Blank Business Model in real time
or at least in a pilot study.
You should test a Business
Model whenever possible,
and must always be
prepared to revise it or
explore alternatives.
http://www.newmedianow.co.uk/wp-content/uploads/2012/05/steve_blank.jpg
21.
22. The differences
Companies Startups
Executing Searching
Known environment environment of uncertainty
Waterfall development agile development
Action based on plan Action based on behavior
Business plan Business model
Operational excellence Creativity and insight
Defined knowledge Hypothesis
24. The definition of insanity is doing the same thing over and over and
expecting different results.
http://3.bp.blogspot.com/-IYq1IOKlQ2U/UNGpkdc3N8I/AAAAAAAAIW4/BnqwT1lJaDE/s1600/grayscale-albert-einstein-monochrome-scientists-black-background-portraits-HD-Wallpapers.jpg
25. Start up way of working
Data, Feedback, Insights
Hypotheses, Experiments
26. Search Execute
Customer Customer Customer Customer Business
Discovery Validation Creation Building
Development
Pivot
27. Customer Development Manifesto
1. There are no facts inside your building, so get outside.
2. Pair Customer Development with Agile Development
3. Failure is an integral part of the search
4. Make continuos iterations and pivots
5. No business plan survives first contact with customers, so use a business model canvas
6. Design experiments and test to validate your hypotheses
7. Agree on market type, it changes everything
8. Startup metrics differ from those in existing companies
9. Fast Decision-Making, Cycle time, speed and tempo
10. Communicate and share learnings
28. There are no facts inside your
building,
so get the heck outside.
30. Drives value
Subconscious Conscious
What
Not desired but drives Desired and drives value
value
consumers
Not drive value
want Invisible
Not desired and does not
drive value
Deception
Desired and does not
drive value
Not desired Desired
31. The way Context Consumer Consumer
LHBS
Research Observation Interviews
works
Pivot Pivot
32. Understand the consumer environment:
Social / Cultural
Technological
Context Economical
Political
Research Legal
33. Understand the consumer in it s micro
usage situation and context:
Consumer Observations of consumers in their natural
environment:
Observation
where and how they search, buy and
consume the product or service.
34. Understand the motivations, pains and
gains behind their behavior.
Consumer Test Hypothesis based on previous learnings
Interviews and fine tune the results.