Lecture 2 from our 5-Day Lean Launchpad Class discussing how to put customer discovery to work out of the building. Based on the acclaimed book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
The document discusses tools and processes for designing and testing value propositions for businesses. It describes using the Value Proposition Canvas tool to iteratively search for value propositions that customers want through designing, testing, and evolving propositions. It emphasizes managing the non-linear process of value proposition design by systematically applying tools like the Canvas to reduce risk.
This document discusses value proposition design and using a canvas to design, test, and build a company's value proposition. It describes key elements of a value proposition canvas including understanding customer pains and gains, developing products and services to relieve pains and create gains, and testing assumptions with customers. The goal is to design a product or service that creates value for the customer by achieving a good fit between customer needs and what the company offers.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
The document discusses Lean Startup thinking and methods for validating business ideas quickly and with low costs. It recommends defining customer and problem hypotheses and then building minimum viable products to test those hypotheses through customer interviews and feedback. It provides tools and techniques for teams to manage tasks, validate ideas, build landing pages, and get customer feedback to iterate business ideas rapidly and reduce time and money spent before achieving product-market fit.
Building a Sales and Marketing machine for a B2B software company involves many functions working together. This slide deck explores the process of funnel design that is highly buyer centric. It looks at the Buyer journey, and how to successfully construct a buying process that they buyer will enjoy going through, which is very different from the typical sale process that is designed from the vendors standpoint, and fails because the buyer is not motivated to go through the steps.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
This document provides a guide for winning new business in a tough economy. It discusses the importance of prospecting, identifying targets, and using a structured sales process and pipeline. The sales process involves steps like targeting prospects, prospecting, qualifying opportunities, presenting solutions, negotiating, closing deals, and account management. An effective sales process creates opportunities and more predictable results if executed correctly. It also discusses defining an ideal customer profile, networking, prospecting methods, preparing for and conducting sales meetings, and tips for proposals. Maintaining a sales pipeline that tracks opportunities through different stages is key to success.
The document discusses tools and processes for designing and testing value propositions for businesses. It describes using the Value Proposition Canvas tool to iteratively search for value propositions that customers want through designing, testing, and evolving propositions. It emphasizes managing the non-linear process of value proposition design by systematically applying tools like the Canvas to reduce risk.
This document discusses value proposition design and using a canvas to design, test, and build a company's value proposition. It describes key elements of a value proposition canvas including understanding customer pains and gains, developing products and services to relieve pains and create gains, and testing assumptions with customers. The goal is to design a product or service that creates value for the customer by achieving a good fit between customer needs and what the company offers.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
The document discusses Lean Startup thinking and methods for validating business ideas quickly and with low costs. It recommends defining customer and problem hypotheses and then building minimum viable products to test those hypotheses through customer interviews and feedback. It provides tools and techniques for teams to manage tasks, validate ideas, build landing pages, and get customer feedback to iterate business ideas rapidly and reduce time and money spent before achieving product-market fit.
Building a Sales and Marketing machine for a B2B software company involves many functions working together. This slide deck explores the process of funnel design that is highly buyer centric. It looks at the Buyer journey, and how to successfully construct a buying process that they buyer will enjoy going through, which is very different from the typical sale process that is designed from the vendors standpoint, and fails because the buyer is not motivated to go through the steps.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
This document provides a guide for winning new business in a tough economy. It discusses the importance of prospecting, identifying targets, and using a structured sales process and pipeline. The sales process involves steps like targeting prospects, prospecting, qualifying opportunities, presenting solutions, negotiating, closing deals, and account management. An effective sales process creates opportunities and more predictable results if executed correctly. It also discusses defining an ideal customer profile, networking, prospecting methods, preparing for and conducting sales meetings, and tips for proposals. Maintaining a sales pipeline that tracks opportunities through different stages is key to success.
The document provides tips for closing sales and overcoming objections from customers. It discusses the importance of fully understanding customers' needs and creating excitement for the product or service. It also emphasizes that closers should be confident, believe in what they are selling, and not take rejection personally. Trial close questions are recommended to gauge customer interest and get feedback on minor decisions before fully closing the sale.
O documento discute a importância de vender agregando valor ao cliente através de um processo comercial orientado às necessidades do cliente. Apresenta a evolução do modelo de vendas de 1.0 para 2.0 e 3.0, com foco no vendedor como gestor de negócios que cria valor. Defende que valor deve ser percebido e único para o cliente, não baseado em preço, e que o foco deve estar no processo de execução comercial alinhado às demandas do cliente e da organização de forma sustentável.
Lisa Merriam, author of Merriam's Guide to Naming Second Edition, discusses why common advice doesn't really help and what you really should consider when searching for a brand name instead. Covers all the basic must-haves for a strong, successful, effective brand name
The document discusses various sales techniques and strategies. It begins by defining sales as a process of exchange that benefits both the buyer and seller. It then outlines several specific sales methods: SPIN selling which focuses on asking the right questions; SNAP selling which influences customers positively; the Challenger sale which challenges a customer's thinking; and the Sandler sale method which shows technical, financial, and personal impact. It also discusses consultative or solution selling which is a six step process centered around meeting, listening, studying, teaching, solving, and closing. The document emphasizes that different techniques may be more effective depending on the situation and goals.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Lean Startup Customer Development InterviewFranck Debane
The document provides an overview of the Lean Startup methodology. It discusses:
1) Traditional approaches to starting companies often involve writing business plans, raising funding, and building products without customer feedback which leads to high failure rates.
2) Lean Startup flips this process by focusing first on discovering customer problems through interviews and validations, then rapidly building minimum viable products to test solutions with customers.
3) The goal is to gather feedback to learn which assumptions are valid and pivot as needed, rather than wasting resources on solutions customers don't want. This allows startups to succeed by developing products customers need.
This document provides an overview of B2B sales methodology, CRM, pipelines, and key metrics. It discusses how CRM aims to maintain customer records but has not fully solved executive and sales challenges. The document outlines different stages for designing a sales funnel and pipeline, as well as automation tools that can enhance the pipeline. Key sales metrics covered include cost per lead, average opportunity size, pipeline velocity, weighted opportunities, customer acquisition cost, conversion rates, retention rates, customer lifetime value, and net promoter score.
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
How to Effectively Manage the Sales Lead Follow-Up ProcessSalesScripter
Following up with sales prospects can be tricky. Sometimes you don’t follow up enough and might be missing out on the business. Other times you might follow up too much where the only thing you are doing is damaging the relationship and wasting valuable time.
If you can relate to that, you should join us for our next webinar “How to Effectively Manage the Sales Lead Follow-Up Process” where we will share a structured process that you can use that will provide clarity for how best to follow up on sales leads.
How to Create an Epic Pitch Deck That’ll Get You Fundedcrowdsourcia
This document provides tips for creating an effective pitch deck to get funding. It recommends including essential slides on the problem, solution, market size, go-to-market strategy, competitors, team, use of funds, and exit strategy. Each slide should be concise and visually compelling. The goal is to grab attention, demonstrate a large market opportunity, prove the competitive advantage, and show investors how their money will be used and a potential exit. Feedback from experts can help strengthen the deck before presenting to investors.
Zero to 100 - Part 1: Intro + First SectionDavid Skok
David Skok and Stephanie Friedman host the Zero to 100 podcast focused on helping B2B startups find predictable, repeatable, and profitable growth. The podcast covers topics like building a repeatable sales process, funnel design, sales operations, and turning theory into practice. The event agenda includes sessions on founder-led selling, building a sales organization, forecasting, and the role of the CEO in scaling a business. Attendees can ask questions using the Sli.do question system.
This document discusses key aspects of product management including defining the role of a product manager, common frameworks used in product definition and design such as Facebook's three questions, jobs to be done framework, product canvas, and design thinking. It also covers prioritization frameworks like MoSCoW and RICE, different types of product metrics like north star metric, behavioral metric and success metric, and the AARRR pirate metrics framework. The document provides an overview of processes, methodologies and metrics used in planning, developing and measuring success of products.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
Sales Techniques: 7 Steps To A Successful Sales Callmlmner
The document discusses sales techniques and defines them as the combination of processes and skills that successful salespeople use. It notes that sales techniques are important for success in sales. The core sales techniques discussed are: 1) setting an outcome, 2) building rapport, 3) asking questions, 4) identifying wants and needs, 5) presenting product benefits, 6) gaining agreement, and 7) closing the sale. The document emphasizes that sales techniques work best when used in a specific sequence and not just thrown together randomly.
This document discusses achieving product/market fit (PMF), which is when a company creates a product that satisfies customer needs in a specific market. It emphasizes that PMF is an iterative process involving building minimum viable products (MVPs), testing them with customers, gathering feedback, and refining the product. The key steps are understanding customer problems, designing MVPs to address those problems, testing MVPs to validate hypotheses, and deciding whether to pivot or persevere based on learnings from testing. Achieving clear PMF is difficult and takes a systematic approach involving many validated MVPs over time.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
This document outlines steps to find product-market fit, including defining early adopters and determining the best segments to target. It introduces the FOCUS framework, which provides concrete steps to validate goals through product delivery at scale. These steps include finding early adopters, offering tests, currency tests, utility tests, and scaling. The document also describes exercises to declare validation victories, generate new product ideas, role-play customer segments, and score segments to determine which to initially target. The overall aim is to provide a clear path and tools to efficiently test ideas and reach product-market fit.
This document provides guidance on various steps of the sales process, including prospecting, probing, presenting, handling objections, closing the sale, and following up. It discusses initiating contact with prospects, asking open-ended questions to understand needs, being prepared for sales presentations, recognizing buying signals, seeking references, and focusing on the financial impact of solutions rather than just selling products. The overall process involves qualifying prospects, uncovering needs, presenting proposals, closing agreements, and partnering with customers.
Este documento discute os vícios e drogas. Ele define vícios, lista alguns tipos de drogas como estimulantes, depressores e alucinógenos e seus efeitos. Também discute as consequências do uso de drogas como problemas de saúde e familiares.
El documento presenta una descripción general de varios enfoques y teorías de la administración, incluidos el enfoque clásico, el enfoque humanista, el enfoque neoclásico y el enfoque situacional. Dentro del enfoque clásico, se discuten las contribuciones de Frederick Taylor y Henri Fayol. El enfoque humanista surgió como una reacción al enfoque clásico para enfatizar las relaciones humanas. El enfoque neoclásico se centra en los principios generales de la administración y los objetivos organiz
The document provides tips for closing sales and overcoming objections from customers. It discusses the importance of fully understanding customers' needs and creating excitement for the product or service. It also emphasizes that closers should be confident, believe in what they are selling, and not take rejection personally. Trial close questions are recommended to gauge customer interest and get feedback on minor decisions before fully closing the sale.
O documento discute a importância de vender agregando valor ao cliente através de um processo comercial orientado às necessidades do cliente. Apresenta a evolução do modelo de vendas de 1.0 para 2.0 e 3.0, com foco no vendedor como gestor de negócios que cria valor. Defende que valor deve ser percebido e único para o cliente, não baseado em preço, e que o foco deve estar no processo de execução comercial alinhado às demandas do cliente e da organização de forma sustentável.
Lisa Merriam, author of Merriam's Guide to Naming Second Edition, discusses why common advice doesn't really help and what you really should consider when searching for a brand name instead. Covers all the basic must-haves for a strong, successful, effective brand name
The document discusses various sales techniques and strategies. It begins by defining sales as a process of exchange that benefits both the buyer and seller. It then outlines several specific sales methods: SPIN selling which focuses on asking the right questions; SNAP selling which influences customers positively; the Challenger sale which challenges a customer's thinking; and the Sandler sale method which shows technical, financial, and personal impact. It also discusses consultative or solution selling which is a six step process centered around meeting, listening, studying, teaching, solving, and closing. The document emphasizes that different techniques may be more effective depending on the situation and goals.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Lean Startup Customer Development InterviewFranck Debane
The document provides an overview of the Lean Startup methodology. It discusses:
1) Traditional approaches to starting companies often involve writing business plans, raising funding, and building products without customer feedback which leads to high failure rates.
2) Lean Startup flips this process by focusing first on discovering customer problems through interviews and validations, then rapidly building minimum viable products to test solutions with customers.
3) The goal is to gather feedback to learn which assumptions are valid and pivot as needed, rather than wasting resources on solutions customers don't want. This allows startups to succeed by developing products customers need.
This document provides an overview of B2B sales methodology, CRM, pipelines, and key metrics. It discusses how CRM aims to maintain customer records but has not fully solved executive and sales challenges. The document outlines different stages for designing a sales funnel and pipeline, as well as automation tools that can enhance the pipeline. Key sales metrics covered include cost per lead, average opportunity size, pipeline velocity, weighted opportunities, customer acquisition cost, conversion rates, retention rates, customer lifetime value, and net promoter score.
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
How to Effectively Manage the Sales Lead Follow-Up ProcessSalesScripter
Following up with sales prospects can be tricky. Sometimes you don’t follow up enough and might be missing out on the business. Other times you might follow up too much where the only thing you are doing is damaging the relationship and wasting valuable time.
If you can relate to that, you should join us for our next webinar “How to Effectively Manage the Sales Lead Follow-Up Process” where we will share a structured process that you can use that will provide clarity for how best to follow up on sales leads.
How to Create an Epic Pitch Deck That’ll Get You Fundedcrowdsourcia
This document provides tips for creating an effective pitch deck to get funding. It recommends including essential slides on the problem, solution, market size, go-to-market strategy, competitors, team, use of funds, and exit strategy. Each slide should be concise and visually compelling. The goal is to grab attention, demonstrate a large market opportunity, prove the competitive advantage, and show investors how their money will be used and a potential exit. Feedback from experts can help strengthen the deck before presenting to investors.
Zero to 100 - Part 1: Intro + First SectionDavid Skok
David Skok and Stephanie Friedman host the Zero to 100 podcast focused on helping B2B startups find predictable, repeatable, and profitable growth. The podcast covers topics like building a repeatable sales process, funnel design, sales operations, and turning theory into practice. The event agenda includes sessions on founder-led selling, building a sales organization, forecasting, and the role of the CEO in scaling a business. Attendees can ask questions using the Sli.do question system.
This document discusses key aspects of product management including defining the role of a product manager, common frameworks used in product definition and design such as Facebook's three questions, jobs to be done framework, product canvas, and design thinking. It also covers prioritization frameworks like MoSCoW and RICE, different types of product metrics like north star metric, behavioral metric and success metric, and the AARRR pirate metrics framework. The document provides an overview of processes, methodologies and metrics used in planning, developing and measuring success of products.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
Sales Techniques: 7 Steps To A Successful Sales Callmlmner
The document discusses sales techniques and defines them as the combination of processes and skills that successful salespeople use. It notes that sales techniques are important for success in sales. The core sales techniques discussed are: 1) setting an outcome, 2) building rapport, 3) asking questions, 4) identifying wants and needs, 5) presenting product benefits, 6) gaining agreement, and 7) closing the sale. The document emphasizes that sales techniques work best when used in a specific sequence and not just thrown together randomly.
This document discusses achieving product/market fit (PMF), which is when a company creates a product that satisfies customer needs in a specific market. It emphasizes that PMF is an iterative process involving building minimum viable products (MVPs), testing them with customers, gathering feedback, and refining the product. The key steps are understanding customer problems, designing MVPs to address those problems, testing MVPs to validate hypotheses, and deciding whether to pivot or persevere based on learnings from testing. Achieving clear PMF is difficult and takes a systematic approach involving many validated MVPs over time.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
This document outlines steps to find product-market fit, including defining early adopters and determining the best segments to target. It introduces the FOCUS framework, which provides concrete steps to validate goals through product delivery at scale. These steps include finding early adopters, offering tests, currency tests, utility tests, and scaling. The document also describes exercises to declare validation victories, generate new product ideas, role-play customer segments, and score segments to determine which to initially target. The overall aim is to provide a clear path and tools to efficiently test ideas and reach product-market fit.
This document provides guidance on various steps of the sales process, including prospecting, probing, presenting, handling objections, closing the sale, and following up. It discusses initiating contact with prospects, asking open-ended questions to understand needs, being prepared for sales presentations, recognizing buying signals, seeking references, and focusing on the financial impact of solutions rather than just selling products. The overall process involves qualifying prospects, uncovering needs, presenting proposals, closing agreements, and partnering with customers.
Este documento discute os vícios e drogas. Ele define vícios, lista alguns tipos de drogas como estimulantes, depressores e alucinógenos e seus efeitos. Também discute as consequências do uso de drogas como problemas de saúde e familiares.
El documento presenta una descripción general de varios enfoques y teorías de la administración, incluidos el enfoque clásico, el enfoque humanista, el enfoque neoclásico y el enfoque situacional. Dentro del enfoque clásico, se discuten las contribuciones de Frederick Taylor y Henri Fayol. El enfoque humanista surgió como una reacción al enfoque clásico para enfatizar las relaciones humanas. El enfoque neoclásico se centra en los principios generales de la administración y los objetivos organiz
El documento describe los tres sectores económicos del Perú: el sector primario incluye actividades como la minería, agricultura y ganadería; el sector secundario incluye la industria manufacturera; y el sector terciario incluye el comercio, turismo y comunicaciones. Cada sector es importante para la economía peruana.
Introduction to Customer Development at the Lean Startup Intensive at Web 2.0...Eric Ries
The document discusses customer development and the search for a business model in startups. It emphasizes testing hypotheses with customers to validate problems and solutions. There are three types of markets - existing, resegmented, and new - that require different sales, marketing and business development approaches. The key ideas are to parallel customer development with product development using measurable checkpoints tied to customer milestones rather than just product shipments. The goal is to prove a repeatable and scalable business model before scaling the company.
The document discusses the Customer Development methodology for startups as an alternative to the traditional Product Development model. It argues that Customer Development should be treated as equally important as Product Development from the beginning. The Customer Development process involves four steps: Customer Discovery, Customer Validation, Customer Creation, and Company Building. The goal at each step is to learn about customers through experiments and feedback rather than assume the business model is correct from the start.
Always Be Testing: 10 Tips for Improving Your Lead Conversion RateHubSpot
No matter how well your ads, emails and landing pages are performing, they can always be doing better. By not striving for constant improvement you're leaving money on the table and letting your competition eat your lunch. Join this webinar for tips on testing, measuring, and analyzing your marketing programs to improve your lead conversion rate.
This free webinar will cover:
* What marketing programs and program elements to test
* How to convert website visitors into leads with calls to action and landing pages
* Tips for effective calls to action and landing pages
* What marketing metrics to track and how
Download the video at http://www.hubspot.com/marketing-webinars/always-be-testing-webinar-archive/
Customer Discovery within Lean LaunchPad augmented with a select number of design research tools speeds up deep empathy, and expands student and founder understanding of the core, deep-rooted unmet needs they are trying to solve.
This is a hands-on workshop that will teach you how to build a Web application that incorporate real-time communication between the client application running on the browser and the back-end server.
We will start with an overview of technologies and tools available for building real-time Web apps, what’s involved, the basics, and the gotchas. Next, we will build, in real-time, a real-time chat application using the python (Tornado) + socket.io + Backbone stack. Why not Node.js, you might ask. Simple: it’s too easy, too popular, and and not super-stable or secure. But you’re welcome to use Node.js as the backend in your own apps!
Los juegos de azar pueden generar grandes ganancias o grandes pérdidas para los jugadores, dependiendo de la suerte. A menor probabilidad de acertar la combinación correcta, mayor es el premio potencial pero también el riesgo de perder una gran suma de dinero en poco tiempo. Lo más seguro es no involucrarse en estos juegos debido al alto riesgo de terminar en bancarrota.
This document provides an overview of the customer development process in four phases: 1) Author Hypothesis, 2) Test and Qualify Problem Hypothesis, 3) Test Product Hypothesis, and 4) Verify, Iterate and Expand. It discusses stopping selling and starting listening to customers to test hypotheses about the problem and product concept. Each phase involves activities like presenting problems to customers, gathering feedback, and verifying assumptions. The goal is to get outside the building, test ideas with customers, and iterate based on reality checks until deciding whether to iterate further or exit.
The document discusses the difference between price and selling price, with price being the initial amount a company wants to charge and selling price being the actual amount charged to customers. It also covers factors that influence selling price such as ensuring enough profit for the business to stay viable, competitor pricing, customer willingness to pay, and costs of production. Government policies around regulations, tariffs, and taxes can also impact what companies charge. The selling price is set based on the company's objectives like gaining market share, entering new markets, or being in the "cash cow" phase of business growth.
PAGE 1 Be sure to check all answers...creditwrench
I do not actually have any documents to summarize. The text provided is a series of questions from a legal document, along with notes added by an individual responding to the questions. I do not have enough context to summarize the overall content or intent.
This document describes a laboratory exercise involving the use of timers and real-time clocks implemented on an Altera DE0 board. It involves designing and implementing four circuits: 1) a modulo-k counter, 2) a 3-digit BCD counter, 3) a real-time clock displaying minutes and seconds, and 4) a circuit displaying Morse code representations of letters using LEDs. VHDL is used to describe the circuits, which are then compiled, simulated, and downloaded to the DE0 board for testing. Preparation includes writing and simulating VHDL code for parts I-III.
Talking to Humans: Success Starts with Understanding your CustomersLean Startup Co.
Frank Rimalovski, New York University, @rimalovski
While most entrepreneurs understand that “getting out of the building” is a core tenet of the Lean Startup, many still struggle to effectively conduct the kinds of interviews and experiments that will lead to the insights they seek (and need). In this hands on workshop, you’ll be guided through the process of securing, conducting and synthesizing early customer discovery interviews.
The document discusses customer development for high tech startups. It covers the key phases of customer development: customer discovery, customer validation, customer creation, and company building. During customer discovery, startups should focus on getting out of the building to test their hypotheses about customers, problems, products, distribution, demand creation, market type, and competition. The goal is to validate or invalidate these hypotheses by listening to potential customers and gathering feedback, rather than selling to them.
This document outlines best practices for customer discovery from an I-Corps session. It recommends applying the scientific method by creating falsifiable hypotheses and testing them through in-person interviews with 100 people to gain insights rather than validating assumptions. Key lessons include focusing on understanding customer problems rather than pitching solutions, asking open-ended questions, being prepared to pivot hypotheses as learning occurs, and prioritizing learning over validating preconceptions. The overall goal is to gain an accurate customer-value fit through an evidence-based process.
The document provides information about the geography of the Byzantine Empire. It describes how Constantinople was located between the Black Sea, Mediterranean Sea, and Sea of Marmara. Constantine built Constantinople as the new capital after the Roman Empire split. The location allowed for trading and protection, and walls were built along the coast for extra security. The people considered themselves Roman but spoke Greek.
How Spotify Does Test Automation - Kristian KarlSmartBear
Kristian Karl's (@kristiankarl) presentation from MeetUI 2013, SoapUI's first user conference, in Stockholm, Sweden. Kristian is a test manager at Spotify.
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.
Have an idea for a startup but not sure where to begin? In this second of a two part series, you will learn how to put the customer development methodology into practice. Learn how to test your concepts with users, customers and partners as you search for a repeatable and scaleable business model.
This document discusses a business model for an on-demand printing service. It provides templates for analyzing key aspects of the business model like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, cost structure and more. It then provides an example analysis filling in the details of the business model for an on-demand printing service focused on allowing customers to instantly print photos and share experiences.
Frank Rimalovski discusses translating customer needs into minimum viable products (MVPs). He emphasizes the importance of testing assumptions about customers and problems through interviews and MVPs rather than assuming knowledge. Developing an MVP helps start the learning process quickly and cheaply to validate ideas before large investments. The goal is to fail early if needed and learn through the process of iteration with customers.
Have an idea for a startup but not sure where to begin? This presentation will provide guidance about how to turn that idea into a viable business. Learn a step-by-step methodology that will help you get beyond the idea phase and on the path to a successful startup venture.
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)New York University
The document discusses the importance of validating customer needs before building a product or service. It emphasizes that most startups fail due to a lack of market need rather than product issues. The document provides advice on customer development, including testing assumptions about customers, seeking validation that people are interested in the problem being solved, and driving growth by executing the business model. It stresses the importance of talking to customers directly and getting out of the office to better understand their needs and problems.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way for businesses to visualize and iterate their strategy by mapping these key components.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way to visualize a business model, evaluate different strategic options, and communicate the model to others. It has helped many companies, like Apple, develop successful business strategies.
The document outlines the key elements of the Business Model Canvas template, including value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. It provides descriptions and examples for each element, as well as questions to help users evaluate their business model.
The document outlines the key elements of the Business Model Canvas template, including value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. It provides descriptions and examples for each element, as well as questions to help users evaluate their business model.
This document provides an overview of business modeling concepts and steps to develop a business model, including identifying customer needs and value propositions, mapping value creation and pain relief, prototyping, hypothesis testing, determining customer segments and channels, developing revenue models, and identifying key partners, activities, resources, and cost structures. The goal of business modeling is to develop, describe, analyze, and test a company's approach to meeting customer needs and creating value for customers and the business.
I did a quick run down of the different blocks on the Business Model Canvas at Ajujaht (Estonian entrepreneurship competition), which we followed by a brain dump of the team members on the canvas itself.
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversitySebastian Fittko
The document summarizes key concepts around startups, minimum viable products (MVP), and achieving product/market fit. It includes workshops on developing hypotheses for a startup idea and creating an MVP. Customers should be interviewed to validate problems and solutions, and qualitative feedback is more important than numbers in understanding customer needs. Various types of MVPs are presented such as landing pages, videos, and single feature products. The goal of an MVP is to validate assumptions quickly before building full features. Achieving product/market fit is the big leap for a startup, and actionable, rather than vanity, metrics should be used to guide decisions.
Building A Collaborative Innovation Playbook - Greg Satell★ Tony Karrer
For his upcoming book, Mapping Innovation, Greg Satell has researched how people and organizations successfully innovate. In this session, Greg draws upon these insights and provide a playbook for how to define the right innovation strategies for your organization to overcome the specific challenges that your organization faces and dramatically improve your innovation effectiveness.
This document outlines the Business Model Canvas template, which is a strategic management tool used to describe the value proposition, infrastructure, customers, and finances of a business model in order to conceptualize, assess and modify business models. The canvas contains nine blocks that describe key components of a business model: key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, revenue streams, and cost structure.
Plantilla de Canvas Business Model.
Fuente: Business Model Generation http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf
This document outlines the Business Model Canvas template, which is a strategic management tool used to describe the value proposition, infrastructure, customers, and finances of a business model in order to conceptualize, assess and modify business models. The canvas contains nine blocks that describe key components of a business model: key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, revenue streams, and cost structure.
This document outlines the Business Model Canvas, a strategic management template used to describe the value proposition, infrastructure, customers, and finances of a business model. It contains 9 building blocks: Key Partnerships, Key Activities, Key Resources, Value Propositions, Customer Relationships, Channels, Customer Segments, Revenue Streams, and Cost Structure. For each block, it poses questions to help define the most important aspects of a business model and how it creates and captures value.
Business Model Canvas For Teaching Mediation Platform (TeachZone)Jitendra Kasaudhan
This document outlines the Business Model Canvas template, which is a strategic management tool used to describe the value proposition, infrastructure, customers, and finances of a business model in order to conceptualize, assess and modify business models. The canvas contains nine blocks that describe key components of a business model: key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, revenue streams, and cost structure.
This document outlines the Business Model Canvas, a strategic management template used to describe the value proposition, infrastructure, customers, and finances of a business model. It contains 9 building blocks: Key Partnerships, Key Activities, Key Resources, Value Propositions, Customer Relationships, Channels, Customer Segments, Revenue Streams, and Cost Structure. For each block, it poses questions to help define the most important aspects of a business model and how it creates and captures value.
Ähnlich wie Talking to Humans: The Art of Customer Discovery (20)
The document contains information about entrepreneurship events at NYU's Entrepreneurial Institute. It announces details of the 5th annual entrepreneurship conference including 3 keynotes, 24 panelists, 6 workshops, and involvement of 21 NYU colleges. It also provides information about a 5-day Lean Launchpad program in August, the NYU Summer Launchpad for teams to get workspace, workshops and funding, and an upcoming NYU Start job expo for students.
Class syllabus for 5-Day Lean Launchpad class with Steve Blank.
This course provides real world, hands-on learning on what it’s like to actually start a high-tech company. This class is not about how to write a business plan. It’s not an exercise on how smart you are in a classroom, or how well you use the research library to size markets. And the end result is not a PowerPoint slide deck for a VC presentation.
This is a practical class – essentially a lab, not a theory or “book” class. Our goal, within the constraints of a classroom and a limited amount of time, is to create an entrepreneurial experience for you with all of the pressures and demands of the real world in an early stage start up.
You will be getting your hands dirty talking to customers, partners, competitors, as you encounter the chaos and uncertainty of how a startup actually works. You’ll work in teams learning how to turn a great idea into a great company. You’ll learn how to use a business model to brainstorm each part of a company and customer development to get out of the classroom to see whether anyone other than you would want/use your product. Finally, based on the customer and market feedback you gathered, you would use agile development to rapidly iterate your product to build something customers would actually use and buy. Each day will be a new adventure outside the classroom as you test each part of your business model and then share the hard earned knowledge with the rest of the class.
Slides from my talk to MBA students from Central European University (CEU, Hungary) about how we spur and support startups and entrepreneurship across NYU.
The document introduces the NSF Innovation Corps (I-Corps) program, which provides training and funding to help scientists commercialize their research. It discusses how I-Corps helps teams develop business models through customer discovery and pivoting based on feedback. The 7-week program involves online lectures, meeting with 15 customers per week, and receiving mentorship. Teams must apply and be selected, with the process varying for the NSF program versus regional programs. The presenters encourage reaching out for help preparing applications and building strong teams.
Venture Secrets—Building a Compelling Value Proposition for Your ResearchNew York University
This document discusses building a compelling value proposition for research startups. It emphasizes the importance of customer development and evidence-based entrepreneurship using the Lean Startup methodology. Customer development involves testing hypotheses about problems, solutions, customer segments and business models through building minimum viable products and getting customer feedback. This helps reduce risks and guides technical and business strategy decisions. The document provides examples and advice for developing a value proposition, identifying customer jobs to be done, and validating both sides of the business model canvas before fully developing products or services.
The document discusses the role of universities in funding startups. It describes the NYU Entrepreneurial Institute and its Innovation Venture Fund, which provides funding, resources and support to NYU startups. The fund has invested over $1 million in 10 companies across various sectors. It helps startups get to key milestones and leverage co-investments from other funds. While money is important, the institute focuses more on educating and connecting entrepreneurs through various programs. The goals are to promote entrepreneurship university-wide and generate returns to support more innovation.
Frank Rimalovski gave a presentation on when and how to raise venture capital. He discussed the different types of venture investors including angels, seed funds, and venture capital funds. He explained how VC funds work using a 2-and-20 fee structure and how they aim to make returns through investing at low valuations and exiting at higher valuations through IPOs or acquisitions. Rimalovski also covered VC math through an example of startup ownership dilution over multiple funding rounds. He advised founders to seek funding after achieving product-market fit and provided tips for what VCs look for in investments.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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:
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
Hypotheses & the BMC
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
Hypothesis
9. @NYUEntrepreneur
Your job is not to validate
your product….
It’s to validate the
problem and how best to
solve it?
10. @NYUEntrepreneur
Customer Discovery
u Apply the scientific method to
business model development
10
Modify
hypothesis
Observe
phenomena
Formulate
hypothesis
Test
hypothesis
via rigorous
experiments
Establish
theory
based on
repeated
validation of
results
11. @NYUEntrepreneur
Customer Discovery
u Apply the scientific method to
business model development
PIVOT!
Observe
phenomena
Formulate
hypothesis
Test
hypothesis
via rigorous
experiments
Establish
theory
based on
repeated
validation of
results
You are here
____
v
12. @NYUEntrepreneur
Talk to >50 People!
u GOTB: The #1 lesson of this class
u Within five days
u You must gain insight into your
customer & market
u You are doing pattern recognition…
Must have sufficient data points to see
u It works…It is proven
15. @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 Let other teams use people you know
u People you don’t know have no
relationship to protect…Only they will
tell you the truth
18. @NYUEntrepreneur
What do you want to learn?
18
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
20. @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)
20
22. @NYUEntrepreneur
How do you find 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 Play the student/researcher card
u Enterprise customers are people too!
22
24. @NYUEntrepreneur
How to ensure an effective interview?
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
24
25. @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
u Write up key insights right away
25
28. @NYUEntrepreneur
Your Last >$100 Purchase
1. Write description of item on top of page
2. Find partner sitting next to you & swap
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
30. @NYUEntrepreneur
Documentation
u Assign someone to take notes
u Write down any key a-ha’s as they
happen
u Note questions that worked & use
them again!
u Take pictures or videos!
u Capture key insights
31. @NYUEntrepreneur
How do you make sense of what you learn?7B. How Do You Make Sense Of What You Learn
(Draft)
31
32. @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 Don’t just scratch the surface, dive deep
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. @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
37. @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 Follow your nose & drill down
u Parrot back or misrepresent to confirm
u Ask for introductions
u Write up your notes ASAP
u Avoid premature conclusions