@cowanSF: This is an excerpt from www.alexandercowan.com/speaking . For tutorials and templates on how to do all this, you can try www.alexandercowan.com/resources. The rest of this case study is here: www.alexandercowan.com/speaking.

1. Copyright 2012 Cowan Publishing
B2B Case Study -
Leonid Systems
Planning and The Lean
Startup
ALEX COWAN
AlexanderCowan.com
@cowanSF

2. Copyright 2012 Cowan Publishing
PLANNING
Theses Growth?
Retention?
Supportability?
Ongoing investment?
Competition?
Hypotheses
Does anyone want this?
Are we the people to do it?
Pivot or persevere?
ALEX COWAN
AlexanderCowan.com
@cowanSF

3. Copyright 2012 Cowan Publishing
PLANNING
PRIORITY KEY ASSUMPTIONS
NEEDS
PROVING
?
EXPERIMENTATION
1
End users at large want a visual
tool to manage their phones
No
- Already proven by prototypes from
partner
1
Giving the capability to end user
admin’s will do more good than
harm
Yes - Beta testing with customers
1
The design and architecture are
supportable in current customer
environments
Yes
- Lab testing with customers...but
really...
- Field testing at scale
1
The target price point is
bearable by the market
Yes
- Initial sales negotiations
- Mainline (post beta) sales
2
The capability makes sense with
end users (vs. admin’s)
Yes
- Some proxy data on overall activity by
user type
- Customer interviews
- Beta testing
2 (Various makes and models of
phones are worth investing in)
Yes - Advanced orders

4. Copyright 2012 Cowan Publishing
PLANNING
Visual device management emerged from general
industry activity and follow-on research at Leonid
or persevere?’
Leonid can create a compelling,
useful, supportable visual device
management solution.
Lab work followed by limited
commercial release.
Did we validate the ‘existential’
propositions? Was it useful?
Supportable? Bankable?
Was it true or untrue?
‘Pivot
ALEX COWAN
AlexanderCowan.com
@cowanSF

5. Copyright 2012 Cowan Publishing
PLANNING
Good ≠ Viral
ALEX COWAN
AlexanderCowan.com
@cowanSF

6. Copyright 2012 Cowan Publishing
PLANNING
businessmodelgeneration.com
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
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?
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?
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?
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?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
> Large/Incumbent
> Medium/Competitive
> Small/Niche
> Reduced time and
risk to market
> Reduced cost
> Implement known best
practices
> BroadSoft
> SIPhon Networks
> Direct
>Dedicated personal
assistance
> Licensing
> Maintenance & Support
> Consulting
> Actionable insight
on what’s working in the
space
> LAMP Dev. Team
> Best practice recipes on
operations
> Comm’s product
development
> Process-driven IT
systems design
> Dev. & operations
> BroadSoft
> Other Resellers
> Integrators (2)
> Other Subsystem
Vendors
> Fixed cost product development, G&A
> Consultants, field teams, support

7. Copyright 2012 Cowan Publishing
PLANNING
> see alexandercowan.com/finplan
operations begin
2007 2008 2009 2010 2011 2012
Revenue (consulting)
(+some
software)
(50%
software)
(scaling
software)
Expenses (small/me+) (variable)
(++fixed
costs)
Financing (n/a)
(small debt
offer- family)
(n/a) (bank-based
financing)
Earnings (profitable)
Visibility (moderate)
(low/
moderate)
(low/
moderate) (high) (high)
(current products:
high
new products:
moderate)

8. Copyright 2012 Cowan Publishing
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ALEX COWAN
AlexanderCowan.com
@cowanSF

9. Copyright 2012 Cowan Publishing
www.alexandercowan.com/speaking(THE REST?)
@cowanSF
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