There are three main types of markets for startups: existing markets, resegmented markets, and new markets. Each type has different characteristics that affect the startup's customers, needs, performance requirements, competition, risks, and financial model. Existing markets require outperforming incumbents, resegmented markets involve finding underserved customer niches, and new markets must create adoption of an innovative product for customers who never had it before. The type of market a startup enters determines how to approach customer development stages like discovery, validation, creation, and scaling. Founders must understand their market type to set proper expectations and strategies with investors and customers.
6. Update 2011
? Instant
Success ?
In 4th year after launch.
( ie 6 years )
This is as fast as
it gets.
NB. Apple's fiscal year ends in September. This means that Q1 includes the holiday season, which accounts for jumps in the data.
Fiscal Q1 is Oct - Dec of previous year. So Q1 of 2008 is Oct - Dec of 2007, Q2 of 2008 is Jan - Mar of 2008 and so on.
6
7. The Startup Curve
The Startup Curve <<http://www.avc.com/a_vc/2012/03/the-startup-curve.html
15. :aside: Another Way
The Knowledge Funnel
Crossing the chasm is very close to
moving through the knowledge funnel.
Some people like the Mystery.
Some people like the “Rule of Thumb” (
ie Heuristic)
Some people like “no frills”
Each of these groups are different
and don’t trust each others
product/service referrals.
15
16. Market Type
Who Cares ?!
Why are those chasm’s getting bigger?
Can’t we just avoid them?
16
17. Type of Market
Changes Everything
Clone Market
• Market
–
–
–
–
–
Existing Market
Resegmented
Market
• Sales
Market Size
Cost of Entry
Launch Type
Competitive Barriers
Positioning
–
–
–
–
Sales Model
Margins
Sales Cycle
Chasm Width
New Market
• Customers
• Needs
• Adoption
•Finance
• Ongoing Capital
• Time to Profitability
(landscape very different in type)
18. Definitions: Four Types of Markets
Clone Market
Existing Market
Resegmented
Market
New Market
• Clone Market
– Copy of a U.S. business model
• Existing Market
– Faster/Better = High end
• Resegmented Market
– Niche = marketing/branding driven
– Cheaper = low end
• New Market
– Cheaper/good enough, creates a new class of product/customer
– Innovative/never existed before
20. Definitions
Existing Market Resegmented
Market
New Market
• Existing Market
– Faster/Better = High end
• Resegmented Market
– Niche = marketing/branding driven
– Cheaper = low end
• New Market
– Cheaper/good enough can create a new class of
product/customer
– Innovative/never existed before
20
21. Definition: Existing Market
• Are there customers in the current market who
would:
– Need the most performance possible?
• Is there a scalable business model at this point?
• Is there a defensible business model?
– Are there sufficient barriers to competition from
incumbents?
21
24. Existing Market Risks
• “Better/Faster” is an engineering driven axiom
• Incumbents will defend high-end, high-margin businesses
• Factor in:
– Network effect of incumbent
– Sustaining innovation of incumbent
– Industry (or your own) “standards”
• “They’ll never catch up” is not a business strategy
• Established companies almost always win
24
26. Definition: Resegmented Market- Low
End
• Are there customers at the low end of the market
who would:
– buy less (but good enough) performance
– if they could get it at a lower price?
• Is there a profitable business model at this low-end?
• Are there sufficient barriers to competition from
incumbents?
26
28. Definition: Resegmented
Market (2)Niche
• Are there customers in the current market who would:
– buy the same product if it addressed their specific needs
– if they could get it at the same price?
– If it cost more?
• Is there a defensible business model at this point?
• Are there sufficient barriers to competition from
incumbents?
28
31. Resegmented Market Risks
• “Cheaper” is a sales-driven axiom
• Incumbents will abandon low-end, low-margin
businesses
– Often -- For the right reasons :-(
• Low-end must be coupled with a profitable business
model
– Up migration
31
33. Definition: New Market
• Is there a large customer base who couldn’t do this
before?
– Because of cost, availability, skill...?
• Did they have to go to an inconvenient, centralized
location?
• Are there sufficient barriers to competition from
incumbents?
33
35. New Market Risks
• “New” is a marketing-driven axiom
• New has to be unique enough that:
– There is a large customer base who couldn’t do this before
– They want/need/can be convinced
– Adoption occurs in your lifetime
• Company manages adoption burn rate
– Investors are patient and have deep pockets
35
37. Hybrid Markets
• Some products fall into Hybrid Markets
• Combine characteristics of both a new market and lowend resegmentation
– SouthWest Airlines
– Dell Computers
– Cell Phones
37
39. Three Types of Markets
Existing Market
Resegmented Market
Customers
Existing
Existing
Customer Needs
Performance
1. Cost
2. Perceived Need
Performance
Better/Faster
1. Good enough at the
low end
2. Good enough for
new niche
Competition
Existing Incumbents
Existing Incumbents
Risks
Existing Incumbents
1. Existing Incumbents
2. Niche strategy fails
39
40. Three Types of Markets
Existing Market
Resegmented Market
New Market
Customers
Existing
Existing
New & New Usage
Customer Needs
Performance
1. Cost
2. Perceived Need
Simplicity &
Convenience
Performance
Better/Faster
1. Good enough at the
low end
2. Good enough for
new niche
Low in “traditional
attributes”, improved
by “new” metrics
Competition
Existing Incumbents
Existing Incumbents
Non-consumption &
other startups
Risks
Existing Incumbents
1. Existing Incumbents
2. Niche strategy fails
Market Adoption
40
41. Why Bother With Anything But
Existing Market Model?
The others appear risky
41
42. Aaargh:-(
• The existing market model is a dream
– It sucks people in like a drug
– It works for market leaders like: “Windows”, Intel
Processors, etc
• Incumbents “Will Protect an Existing Mkt”.
– If you are not in the market then you have to expect that
it will take “time” to get to know and win customers!!!!!
– If someone tells you different,
it’s time to move on.
42
44. Interesting Reading
• Paul Graham – “Startup = Growth”
– http://www.paulgraham.com/growth.html
• Andrew Chen – “Is your market actually big?
Or is it a fake market?”
– http://andrewchen.co/2012/10/08/is-yourmarket-actually-big-or-is-it-a-fake-market/
44
45. First Mover (dis?) Advantage
• GBF (Get Big Fast) Strategies
– VC Mania
• Results are in from the Trillion $ science experiment Internet bubble of the 90’s.
– New Market adoption can not be accelerated
– Possibly useful for resegmentation
– Heuristics for when to invest in GBF
• Examples
– Google was not first in search.
45
47. Model –
Reliability Bias
Roger Martin “Design of Business”
During Exploration
stage the ratio needs
to be skewed towards
Intuition.
“High Risk, Low Data Decisions”
Page 90 “Crossing the Chasm”, G
Moore
You can’t analyze Low Data.
You’ve got to go get some “real
data yourself”
47
48. Model –
Radical Change of
Meanings
Roberto Verganti’s
“Radical Change of Meanings”
! Very Useful for our class !
• Existing Market
•User Centered Market Pull
• New Markets
• Technology Push
• Design Driven
• Adoption not guaranteed
• Requires Customer Insight &
Training for “Meaning” to become
accepted or adopted
• Segmentation Opportunities are in
between
48
50. Interactions
• Choice of market type impacts each step of the
customer development process
–
–
–
–
Discovery
Validation
Creation
Scale
Customer
Discovery
Customer
Validation
Customer
Creation
Scale
Company
50
52. Customer Discovery
• Goal is become a “domain expert”
• :idea: This may be hard for some/all of the team to accept
–
: think : “I’m already an expert”
• Time Varies depending on market type
– Existing market issues are known
– New market is a science project
– Resegmenting a niche is an art form
52
53. Market Type Affects Customer
Validation
Customer
Discovery
Customer
Validation
Customer
Creation
Scale
Company
53
54. Customer Validation
• Goal is to find a repeatable
and scalable sales process
• Time Varies depending on market type
– Existing market sales issues are known
– New market goal is to find a tipping point
54
55. Where Market Type
Really Matters
• After Customer Validation
• The “Rate” of Scaling that is possible
55
56. Market Type Affects Customer
Creation
Customer
Discovery
Customer
Validation
Customer
Creation
Scale
Company
56
57. Customer Creation (1)
Year 1
Objectives
Existing
Market
Market Share
Resegmenting
an Existing
Market
Market reframing & new
market share
New Market
Market Adoption
57
58. Customer Creation (2)
Year 1
Objectives
Positioning
Existing
Market
Market Share
•Differentiation & Credibility
•Product Differentiation
Resegmenting
an Existing
Market
Market reframing &
new market share
•Segmentation & Innovation
•Redefining existing market &
product differentiation
New Market
Market Adoption
•Vision & innovation in new market
• Defining the new market, the need
& the solution
• Early adopters
58
59. Customer Creation (3)
Year 1
Objectives
Positioning
Demand Creation
Existing
Market
Market Share
•Differentiation &
Credibility
•Product Differentiation
* Create/drive demand
into the sales channel
Resegmenting
an Existing
Market
Market reframing &
new market share
•Segmentation &
Innovation
•Redefining existing
market & product
differentiation
•Educate market on the
change
•Drive demand into
channel
New Market
Market Adoption
•Vision & innovation in
new market
• Defining the new
market, the need & the
solution
• Early adopters
•Customer Education
•Drive early adopters into
sales channel
•Tipping Point (diffusion
of innovation )
59
60. Customer Creation (4)
Year 1
Objectives
Positioning
Demand
Creation
Launch
Existing
Market
Market Share
•Differentiation &
Credibility
•Product Differentiation
* Create/drive
demand into the
sales channel
•Credibility / delivery
•Existing basis of
competition
Resegmenting
an Existing
Market
Market reframing &
new market share
•Segmentation &
Innovation
•Redefining existing
market & product
differentiation
•Educate market
on the change
•Drive demand
into channel
*Segmentation,
delivery and
innovation
* New basis of
competition
New Market
Market Adoption
•Vision & innovation in
new market
• Defining the new
market, the need & the
solution
• Early adopters
•Customer
Education
•Drive early
adopters into
sales channel
•Tipping Point
(diffusion of
innovation )
*Credibility &
Innovation
* Market education,
standards setting, 60
early adopters
61. Summary: Type of Market
Changes Everything
Existing Market Resegmented
Market
New Market
• Everything =
–
–
–
–
Market
Sales
Customers
Finance
• Customer Development Process
61
62. :Aside:
ReCap Mkt Type
Existing Market Resegmented
Market
New Market
• Don’t Get Swept Up By “The Dream”
– Quick Time-to-Revenue of Existing Market
– With “Open Fields” Opportunity of New Market
– !!! These are mutually exclusive !!!
• ! Stop Dreaming! Get Real!
62
63. :Aside:
Mkt Type: Why You Care
• Locating “Market Entry Points”
• Each Market Type has different points of entry.
• Setting investor expectation
– Each Mkt Type has different trajectories for time &
money
– Investors are: sweat equity (you & the team), your
customers, and your funders
• Success Points…
–Setting Expectations & Delivering on time
–! This is “Old School” and will always be relevant !
•Mkt Type provides a means of setting “realistic” expectations.
–For market entry and delivery.
•Work to “Know” your Mkt Type and act accordingly.
63
65. Storyline “Depth” & Targets
Customer
Discovery
Customer
Validation
Customer
Creation
Year One
Objectives
•Type Of Startup
Distribution Model
•Revenue Model
•Channel Model
•Launch Model
•Sales Model
Positioning
•Articulate Problem &
Product concept
•Understand
customers view of the
competitors
•Initial company &
Product Positioning
•Test w/ Early
Adopters
•Company/Product
Positioning by PR
Agency with audit
Launch
•Day in the life
•Attend Shows/Confs
•Estimate Mkt Size
•Company & product
launch strategy
•Test w/ early
adopters
•Launch/Introduce
•Launch type depends
on “mkt type” of
startup
Demand
Creation
•Press, Analysts,
Influencers List
•How do customers
make buying
decisions?
• How do customers
purchase?
•Understand
analysts/influencers
view
•Implement demand
creation
•Type depends on
“mkt type”
65
Notas del editor
Roberto Verganti’s“Radical Change of Meanings”Radical ChangeTechnologyMeaning! Very Useful for our class !User Centered Market PullIncremental changeMainly for Incumbents