Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Talking to Humans at the Lean Startup Conference

14.164 Aufrufe

Veröffentlicht am

My talk about customer discovery and understanding customer needs from the 2015 Lean Startup Conference in San Francisco, CA. Based on the book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.

  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier
  • Nice post really liked the way you presented check out my latest blog post and share your opinion - https://www.quora.com/What-are-the-formalities-to-get-an-easy-home-loan-for-a-salaried-employee
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier
  • I agree that if you plan to stay with a cheater don't try to find any information. However, in my case I needed it in my state in order to file for a divorce and come out of the relationship. You can't just say I think courts want proof or you end up spending a lot of time and money to fight it out! Finding out was hard, but I was relieved that I wasn't crazy and it's making my divorce go a lot smoother. He would never confess; therefore, I did the best thing for me...find out, no doubt, move on!!!contact hotcyberlord@gmail.com.. or text his phone +15402277725 he's a professional and will surely help you out,tell him from Ninah
       Antworten 
    Sind Sie sicher, dass Sie …  Ja  Nein
    Ihre Nachricht erscheint hier

Talking to Humans at the Lean Startup Conference

  1. 1. @NYUEntrepreneur Talking to Humans: The Art of Customer Discovery Frank Rimalovski Executive Director, NYU Entrepreneurial Institute Instructor, NSF I-Corps November 17, 2015 4 2B. Story
  2. 2. @NYUEntrepreneur Customer Development Test assumptions about customer needs/problem & develop MVPs Seek validation that people are interested in your product/ solution Begins to build demand & improve efficiency of customer acquisition Drive growth aggressively & execute business model
  3. 3. @NYUEntrepreneur Why are we here? Share ideas, tips, tricks and secrets on how to best do customer discovery
  4. 4. @NYUEntrepreneur “You can’t just ask customers what they want and then try to give that to them.”
  5. 5. @NYUEntrepreneur “New ideas come from watching something, talk(ing) to people, experimenting, asking questions and getting out of the office!”
  6. 6. @NYUEntrepreneur The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? categories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market Hypotheses & the BMC Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis Hypothesis
  7. 7. @NYUEntrepreneur More than half of your assumptions are wrong! 7
  8. 8. @NYUEntrepreneur Your job is not to validate your product… Your job is not to validate your product… It’s to validate the problem and how best to solve it?
  9. 9. @NYUEntrepreneur Customer Discovery u Apply the scientific method to business model development Modify hypothesis Observe phenomena Formulate hypothesis Test hypothesis via rigorous experiments Establish theory based on repeated validation of results PIVOT!
  10. 10. @NYUEntrepreneur Create Valid Hypotheses u Hypotheses must be falsifiable 10 “Our product will spread through word of mouth.”
  11. 11. @NYUEntrepreneur Create Valid Hypotheses u Hypotheses must be falsifiable 11 “our viral coefficient over the next 12 months will be >0.5”
  12. 12. @NYUEntrepreneur Create Valid Hypotheses u Hypotheses must be falsifiable u Be specific (quantifiable) u You must avoid validation 12 “people want to buy my product”
  13. 13. @NYUEntrepreneur Create Valid Hypotheses u Hypotheses must be falsifiable u Be specific (quantifiable) u You must avoid validation u Inverse hypothesis cannot be ridiculous 13 “people want to save money”
  14. 14. @NYUEntrepreneur Talk to Humans! u GOTB: The #1 lesson of this talk u In person is best u You must gain insight into your customer & market u You are doing pattern recognition… Must have sufficient data points to see 2B. Story
  15. 15. @NYUEntrepreneur Who do you want to learn from?3A. Who Do You Want To Learn From (Inked) 15
  16. 16. @NYUEntrepreneur Who Cares?
  17. 17. @NYUEntrepreneur Meet People You Don’t Know u People you know will be nice and tell you what you want to hear u Those interviews are possibly harmful u People you don’t know have no relationship to protect…Only they will tell you the truth
  18. 18. @NYUEntrepreneur
  19. 19. @NYUEntrepreneur What do you want to learn?4D. What Do You Want To Learn 19
  20. 20. @NYUEntrepreneur What do you want to learn? 20 The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Strategyzer AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? Mass Market Niche Market Segmented Diversified Multi-sided Platform What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? categories Production Problem Solving Platform/Network What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? motivations for partnerships Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? characteristics Newness Performance Customization “Getting the Job Done” Design Brand/Status Price Cost Reduction Risk Reduction Accessibility Convenience/Usability types Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation (bargaining) Yield Management Real-time-Market
  21. 21. @NYUEntrepreneur Don’t Assume You Understand the Problem!
  22. 22. @NYUEntrepreneur Don’t Assume You Understand the Problem!
  23. 23. @NYUEntrepreneur What do you want to learn? u Do not sell! No demos! No presos! u You are there to learn! u Get stories, not speculation u Ask open-ended questions u Learn about their problems and how they solve them today u Ask why? Then why? They why again! u Create a guide (not a script) 23
  24. 24. @NYUEntrepreneur Finding Interview Subjects5A. How Do You Find Your Interview Subjects (Inked) 24
  25. 25. @NYUEntrepreneur Finding Interview Subjects u At least one degree of separation u Learn to love LinkedIn u Make referrals happen u Get creative…recruiting hacks u Fish where the fish are… u …In the wild u Promise to be brief u Enterprise customers are people too! u Play the student/researcher card 25
  26. 26. @NYUEntrepreneur Ensuring Effective Interviews6B. How To Ensure An Effective Session (Draft) 26
  27. 27. @NYUEntrepreneur Ensuring Effective Interviews u Beware of confirmation bias u Do it in person, one at a time u Get subjects to tell a story u Look for solution hacks u Understand their priorities u Follow your nose & drill down u Listen and STFU! u Have someone take notes 27
  28. 28. @NYUEntrepreneur Pro Tips u Practice, practice, practice u NO email, focus groups or surveys u Don’t start with your dream customer u Being an entrepreneur means being aggressive & persistent u Flatter subjects u Be transparent u Follow up/stay in touch 28
  29. 29. @NYUEntrepreneur29 “It's grueling listening to customer feedback. And if it isn't, you're probably doing it wrong."
  30. 30. @NYUEntrepreneur Exercise 30
  31. 31. @NYUEntrepreneur Your Last >$100 Purchase 1. Write description of item on top of page 2. Find a partner next to you & swap pages 3. Create interview guide: ~5 questions u Explain what you bought and why? u What was the process from desire to acquisition? u What other options/alternatives did you consider? u How did you decide to buy it? Who/what did you consult? u How did you decide where to buy it? 4. 5 minute interview…take notes 5. Switch
  32. 32. @NYUEntrepreneur Discuss: Observations, challenges & questions 32
  33. 33. @NYUEntrepreneur Documenting Interviews u Assign someone to take notes u Write down key a-ha’s as they happen u Note questions that worked & use them again! u Take pictures or videos! u Capture key insights
  34. 34. @NYUEntrepreneur Making Sense of What You Learn7B. How Do You Make Sense Of What You Learn (Draft) 34
  35. 35. @NYUEntrepreneur Gaining Insight u Facts are interesting…Insights are your goal u Be honest…Don’t be too quick to validate or too slow to disprove your hypothesis u Find the hidden motivations u Ask why? And why? Then why again? u Don’t fear picking the wrong market u Depth of understanding always leads to insight
  36. 36. @NYUEntrepreneur What’s an insight? (the a-ha’s along your journey)
  37. 37. @NYUEntrepreneur in•sight |ˈinˌsīt| noun the capacity to gain an accurate and deep intuitive understanding of a person or thing
  38. 38. @NYUEntrepreneur in•sight |ˈinˌsīt| noun something you’re so excited about you tell strangers on the train
  39. 39. @NYUEntrepreneur Learning Is Paramount u The knowledge you gain in customer discovery is critical to the success or failure of your business u >Half of your assumptions are wrong u You must not try to validate what you already think or want to be true
  40. 40. @NYUEntrepreneur Pro Tips v2 u Focus on actual behavior, not speculative or abstract feelings u If they’ve made an MVP…ask to see it! u Listen, don’t talk u Parrot back or misrepresent to confirm u Ask for introductions u Write up your notes ASAP u Avoid premature conclusions
  41. 41. @NYUEntrepreneur Customer Discovery Resources TALKING TO HUMANS Success starts with understanding your customers GIFF CONSTABLE Pre-release edition with Frank Rimalovski and illustrations by Tom Fishburne bit.ly/llpcdvstalkingtohumans.com
  42. 42. @NYUEntrepreneur Questions? entrepreneur@nyu.edu @rimalovski entrepreneur.nyu.edu 16 Washington Place, NYC 42

×