This document provides an overview and syllabus for the course "Customer Development in the High-Tech Enterprise" taught by Steve Blank. The course is divided into two parts over 12 weeks and will cover key concepts in customer development, applying the customer development methodology to case studies of companies, and having student teams conduct a research project analyzing a company using customer development. The syllabus outlines the weekly classes, assigned readings, cases to be discussed, application exercises for students, and the team research project which accounts for 50% of the grade. The course aims to teach students how to reduce product/market risk and bring new products to market through customer development and validation.
Lean Software Startup: Customer Development (lecture)Joni Salminen
Lecture at the University of Turku
Topic: Customer development - an introduction
20th January, 2016
Customer development is a form of market research for startups.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Lean Software Startup: Customer Development (lecture)Joni Salminen
Lecture at the University of Turku
Topic: Customer development - an introduction
20th January, 2016
Customer development is a form of market research for startups.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Driving to Market - V2! - How to "Drive" Competitive Advantage in your Go To ...Michael Skok
New version 2 - including case examples from Spotfire, Demandware, Hubspot and David Skok.
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-CreationMichael Skok
This is a case to exemplify how disruptive open source and co-creation can be as part of your business model. Presented by Dries Buytaert, founder of Drupal, the largest open source project on the planet.
This is part of the workshop on Game Changing Business Models - itself part of the series on Startup Secrets, by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the framework for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Lessons we learned from designing 30+ pitch decksVisual Hackers
Everyone has their own way of communicating and this is reflected in the way they formulate their pitch deck structure. In all these journeys, we’ve learned a series of lessons that we want to share with you today, based on real-life decks we've helped build.
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
"This new Strategyzer book builds upon the Business Model Canvas and Value Proposition Canvas by integrating Assumptions Mapping and other powerful lean startup-style experiments." The Strategyzer
Free download: https://www.strategyzer.com/emails/testing-business-ideas-preview-free-download
To buy: https://www.strategyzer.com/books/testing-business-ideas-david-j-bland ; Amazon.com: Testing Business Ideas (9781119551447): David J. Bland, Alexander Osterwalder: Books https://amzn.to/2Pg7foy
Presentation from Marc Phillips, Managing Partner of Arafura Ventures, and author of "Inside Silicon Valley: How the deals get done," with a slide-by-slide approach to developing your pitch deck -- using examples from real-life winning pitch decks.
Check out sample essential pitch deck slides for: .
- Mission/Vision
- Problem/Solution
- Market size
- IP
- Financial projections
- Management team
- and more!
Sponsored by Early Growth Financial Services and Cooley.
Building Startups: the "3rd co-founder model"eFounders
Among the myriad of types of structures breeding startups (incubators, accelerators, etc.), a new successful model has emerged: the startup studio. Brand new, this model is already controversial, as show the announced IPO of Rocket Internet. Here is how we see the startup studio model: as being a 3rd co-founder. You can reed the full version on our blog: http://efounders.co/blog/startup-studio-the-3rd-co-founder-model/
This is an internal “brown bag” presentation I did at PlayHaven, introducing the fundamentals of Lean Startup methodology. Unfortunately, the Cookie Monster GIF doesn’t animate in the Slideshare presentation but you enjoy it 24/7 by clicking this link: http://gifsoup.com/view/1836944/cookie-monster.html :)
Also note that you may notice a few jumps in the included audio recording - I had to remove some sensitive material.
Ryan
@rrhoover
http://ryanhoover.me
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
Driving to Market - V2! - How to "Drive" Competitive Advantage in your Go To ...Michael Skok
New version 2 - including case examples from Spotfire, Demandware, Hubspot and David Skok.
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-CreationMichael Skok
This is a case to exemplify how disruptive open source and co-creation can be as part of your business model. Presented by Dries Buytaert, founder of Drupal, the largest open source project on the planet.
This is part of the workshop on Game Changing Business Models - itself part of the series on Startup Secrets, by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the framework for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Lessons we learned from designing 30+ pitch decksVisual Hackers
Everyone has their own way of communicating and this is reflected in the way they formulate their pitch deck structure. In all these journeys, we’ve learned a series of lessons that we want to share with you today, based on real-life decks we've helped build.
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
"This new Strategyzer book builds upon the Business Model Canvas and Value Proposition Canvas by integrating Assumptions Mapping and other powerful lean startup-style experiments." The Strategyzer
Free download: https://www.strategyzer.com/emails/testing-business-ideas-preview-free-download
To buy: https://www.strategyzer.com/books/testing-business-ideas-david-j-bland ; Amazon.com: Testing Business Ideas (9781119551447): David J. Bland, Alexander Osterwalder: Books https://amzn.to/2Pg7foy
Presentation from Marc Phillips, Managing Partner of Arafura Ventures, and author of "Inside Silicon Valley: How the deals get done," with a slide-by-slide approach to developing your pitch deck -- using examples from real-life winning pitch decks.
Check out sample essential pitch deck slides for: .
- Mission/Vision
- Problem/Solution
- Market size
- IP
- Financial projections
- Management team
- and more!
Sponsored by Early Growth Financial Services and Cooley.
Building Startups: the "3rd co-founder model"eFounders
Among the myriad of types of structures breeding startups (incubators, accelerators, etc.), a new successful model has emerged: the startup studio. Brand new, this model is already controversial, as show the announced IPO of Rocket Internet. Here is how we see the startup studio model: as being a 3rd co-founder. You can reed the full version on our blog: http://efounders.co/blog/startup-studio-the-3rd-co-founder-model/
This is an internal “brown bag” presentation I did at PlayHaven, introducing the fundamentals of Lean Startup methodology. Unfortunately, the Cookie Monster GIF doesn’t animate in the Slideshare presentation but you enjoy it 24/7 by clicking this link: http://gifsoup.com/view/1836944/cookie-monster.html :)
Also note that you may notice a few jumps in the included audio recording - I had to remove some sensitive material.
Ryan
@rrhoover
http://ryanhoover.me
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
A presentation in two parts: First, a few images of the search since the 1950s for a modern Chinese architectural identity, and, second, examples of work by contemporary Chinese architects.
To create awareness, it is important to provide training for researchers in order to teach them some entrepreneurial skills. A first training program is the IED (Innovation, Entrepreneurship & Design) course of Imperial College Business School which has the aim to guide researchers to assess the commercial feasibility of an innovation. IED embarks on a live entrepreneurial journey which provides insights into the challenges of introducing novel products and services to the market; it entails a ‘teaching part’ and a ‘live project’. A second training program is the iBootcamp of IBBT which is an entrepreneurial bootcamp that guides entrepreneurs in writing their business plan.
www.FITT-for-Innovation.eu
10 steps to product market fit - Ash MauryaStartupfest
Once you launch your MVP, the feedback starts rolling in. While listening to your customers is key, you have to know how. In this session, Ash Maurya will explain why simply listening to customer feedback or relying on metrics is NOT enough. He’ll outline a 10 step process for iterating your product to market fit.
In 2012, Lehigh University launched a new master’s degree in technical entrepreneurship. The cross disciplinary approach opened the door to graduate school education in technical entrepreneurship for students from all academic backgrounds, creating a melting pot of experience, skills and aspirations in the classroom. This one-year, 30-credit professional master’s program (M.Eng.) in technical entrepreneurship helps student entrepreneurs create, refine, and commercialize intellectual property through the licensing or launching of a new business. Students in the program learn by experiencing the idea-to-venture process in an educational environment that’s hard-wired to support the development of novel, innovative, and commercially-viable technologies. Attendees will hear about the types of students from the first cohort, the perspective of the faculty members responsible for developing and implementing the curriculum, and lessons learned.
How do successful startups think and operate in 2011? They don't operate like small version of large companies anymore, but co-develop products with customers and operate lean by design, not crisis.
Workshop at TiE Bangalore.
Whenever a business is established, it either explicitly or implicitly employs a particular business model that describes the architecture of the value creation, delivery, and capture mechanisms employed by the business enterprise. The essence of a business model is that it defines the manner by which the business enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit: it thus reflects management's hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.
This workshop will help entrepreneurs identify and validate their business model - which is a basis for a sound business plan. It will combine theoretical inputs with hands-on work, enabling experiential learning and validation of concepts introduced.
Concepts such as "Business Model Canvas" and "Minimum Viable Product / Service" will be explored. And participants will have an opportunity to use these techniques in developing and evolving their own business concepts.
If you are an entrepreneur looking at validating your business idea, or looking at scaling your business you could gain from this workshop. Also if you are a manager managing a business in an enterprise and want to expand or diversify you will have many take away's for your need.
Take away's from the workshop:
Development of an initial business model
Understanding of what constitutes the "Minimum Viable Product / Service" for the business
Validation / refinement of the business model with actual customer feedback
Develop foundation for a sound business plan.
Point - Counterpoint: Services vs Product Marketing, Sumit Virmani, InfosysPaul Writer
Very few companies have achieved success with products as well as services. Is there a difference in skillsets required? What are the attributes of a successful marketer in both cases? What do we need to do to build successful product brands?
The Northfront Entrepreneur Alliance is a entreprenuer networking association in Northern Utah. This presentation was given on 04.06.11 to the group by Rob Kunz- a successfull entrepreneur, investor., and co-founder of BoomStartup. He discusses the Lean Startup Business Model and how to apply it.
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
8. Course Introduction
! Course Objectives
! Intro and Backgrounds
! How the Class Works
! Customer Development
Customer Development in the High-Tech Enterprise Fall 2009
9. Course Objectives
! Learn how to:
" Reduce product/market risk
" Organize sales, marketing and business
development when bringing a product to market
" Understand its relationship with engineering
! Have Fun
! Learn from Each Other
Customer Development in the High-Tech Enterprise Fall 2009
10. Course Prerequisites
! Officially – none
! Realistically:
" Experience in bringing a new product to market
" Entrepreneurship 295 or equivalent
" Have written a business plan
Customer Development in the High-Tech Enterprise Fall 2009
11. Introduction and Backgrounds
! Steve Blank
! Guest Speakers
! Class
Customer Development in the High-Tech Enterprise Fall 2009
12. Introduction: Steve Blank
8 startups in 25 years
2 strikeouts Rocket Science, Ardent
2 walks ESL, Zilog
2 singles Convergent, MIPS
1 double SuperMac
1 home run E.piphany
Non profits: Audubon, POST, Coastal Commission
Blog: www.steveblank.com
Twitter: sgblank
Customer Development in the High-Tech Enterprise Fall 2009
13. Introduction: Class
Why are you taking the class?
! How many of you have:
" Been in start-ups?
" Been in a startup that failed?
" Raised or tried to raise money?
! How many are:
" Sales, marketing or business development?
" Engineers?
Customer Development in the High-Tech Enterprise Fall 2009
14. How the Class Works
! Syllabus
! 3 Application Exercises
" Individual projects
" Max 2-pages
" Use different company than the research project
" Syllabus has assignment dates, due the week after
" Electronic copy gets graded
! Research Project
" Teams of 4 to 6
" Using customer development model analyze company
success/failure, propose alternatives
" Electronic copy gets graded
! Grading
" Research Project (50%)
" Application Exercises (25%)
" Class Participation (25%)
Customer Development in the High-Tech Enterprise Fall 2009
15. Class Issues
! “Tech-heavy”
! “Enterprise-heavy”
! For-profit versus non-profit
! Startups versus existing companies
! Methodology focused on product/customer
risk reduction
" Doesn’t work for technology risks (i.e Biotech)
! Doesn’t match your experience or opinion
Customer Development in the High-Tech Enterprise Fall 2009
17. How the Class Works
Part 1
Class Case Application Research
Exercise Project
Sept 4th Key Concepts: Mkt In & Out
Class 1 & 2 Risk/Tech Risk, Vertical
Mkts, Types of Startups
Customer Development in the High-Tech Enterprise Fall 2009
18. How the Class Works
Part 1
Class Case Application Research
Exercise Project
Sept 4th Key Concepts: Mkt In & Out
Class 1 & 2 Risk/Tech Risk, Vertical
Mkts, Types of Startups
Sept 5th Customer Development IMVU Think!
Class 3 & 4 & Discovery - Part 1 WebVan
Customer Development in the High-Tech Enterprise Fall 2009
19. How the Class Works
Part 1
Class Case Application Research
Exercise Project
Sept 4th Key Concepts: Mkt In & Out
Class 1 & 2 Risk/Tech Risk, Vertical
Mkts, Types of Startups
Sept 5th Customer Development IMVU Think!
Class 3 & 4 & Discovery - Part 1 WebVan
Sept 24th Discovery - Parts 2 & 3 E-Ink Market Type Team
Class 5 & 6 Selection
Draft Concept
Customer Development in the High-Tech Enterprise Fall 2009
20. How the Class Works
Part 1
Class Case Application Research
Exercise Project
Sept 4th Key Concepts: Mkt In & Out
Class 1 & 2 Risk/Tech Risk, Vertical
Mkts, Types of Startups
Sept 5th Customer Development IMVU Think!
Class 3 & 4 & Discovery - Part 1 WebVan
Sept 24th Discovery - Parts 2 & 3 E-Ink Market Type Team
Class 5 & 6 Selection
Draft Concept
Sept 26th Validation– Parts 1 & 2 Wildfire Approved
Class 7 & 8 Kittyhawk Concept
Customer Development in the High-Tech Enterprise Fall 2009
21. How the Class Works
Part 1
Class Case Application Research
Exercise Project
Sept 4th Key Concepts: Mkt In & Out
Class 1 & 2 Risk/Tech Risk, Vertical Burger
Mkts, Types of Startups
Sept 5th Customer Development IMVU Think!
Class 3 & 4 & Discovery - Part 1 Webvan
Sept 24th Discovery - Parts 2 & 3 E-Ink Market Type Team
Class 5 & 6 Selection
Draft Concept
Sept 26th Validation– Parts 1 & 2 Wildfire Approved
Class 7 & 8 Kittyhawk Concept
Oct 16th Validation– Part 3 Motive Customer
Class 9 & 10 Discovery
Customer Development in the High-Tech Enterprise Fall 2009
22. How the Class Works
Part 2
Class Case Application Research
Exercise Project
Oct 17th ! Creation – Part 2 Priceline Team Meeting
Class 11 & 12 ! Creation Cases
Customer Development in the High-Tech Enterprise Fall 2009
23. How the Class Works
Part 2
Class Case Application Research
Exercise Project
Oct 17th ! Creation – Part 2 Priceline Team Meeting
Class 11 & 12 ! Creation Cases
Nov 13th ! Company Building Peppers & Customer Team Draft
Class 14 Part 1 Rogers Validation
Customer Development in the High-Tech Enterprise Fall 2009
24. How the Class Works
Part 2
Class Case Application Research
Exercise Project
Oct 17th ! Creation – Part 2 Priceline Team Meeting
Class 11 & 12 ! Creation Cases
Nov 13th ! Company Building Peppers & Customer Team Draft
Class 14 Part 1 Rogers Validation
Nov 14th ! Company Building
Class 15 Part 2
Customer Development in the High-Tech Enterprise Fall 2009
25. How the Class Works
Part 2
Class Case Application Research
Exercise Project
Oct 17th ! Creation – Part 2 Priceline Team Meeting
Class 11 & 12 ! Creation Cases
Nov 13th ! Company Building Peppers & Customer Team Draft
Class 14 Part 1 Rogers Validation
Nov 14th ! Company Building
Class 15 Part 2
Dec 3rd Summary Customer
Creation
Customer Development in the High-Tech Enterprise Fall 2009
26. How the Class Works
Part 2
Class Case Application Research
Exercise Project
Oct 17th ! Creation – Part 2 Priceline Team Meeting
Class 11 & 12 ! Creation Cases
Nov 13th ! Company Building Peppers & Customer Team Draft
Class 14 Part 1 Rogers Validation
Nov 14th ! Company Building
Class 15 Part 2
Dec 3rd Summary Customer
Creation
Dec 6th Research Pescadero Research
Conference Paper Due
Customer Development in the High-Tech Enterprise Fall 2009
27. Reading
Class Text: Four Steps to the Epiphany
Assigned Reading: In Reader
Blogs: www.steveblank.com
http://startuplessonslearned.blogspot.com/
Presentations: www.slideshare.net/
Google Group: http://groups.google.com/group/lean-startup-circle
Twitter: sgblank
ericries
watch http://www.youtube.com/watch?v=R2lE3fgj7QA for what you could be in store for
Customer Development in the High-Tech Enterprise Fall 2009
28. Angel/Study.net
http://bcangel.gsb.columbia.edu
! All materials are on Angel/Study.net
" Syllabus
" Reading
" Assignments
" Presentations (after each class)
Customer Development in the High-Tech Enterprise Fall 2009
30. Customer Development
! Business Plans
! The Value of “Models” for an Entrepreneur
! Key Concepts
" Market versus Technology Risks
" Vertical Markets
" Three Types of Startups
Customer Development in the High-Tech Enterprise Fall 2009
31. The Top Lies of Venture Capitalists
1. “I liked your company, but my partners didn't.”
2. “If you get a lead, we will follow.”
3. “Show us some traction, and we'll invest.”
4. “We love to co-invest with other venture capitalists.”
5. “We're investing in your team.”
6. “I have lots of bandwidth to dedicate to your company.”
7. “This is a vanilla term sheet.”
8. “We can open up doors for you at our client
companies.”
9. “We like early-stage investing.”
Source: Guy Kawasaki
Customer Development in the High-Tech Enterprise Fall 2009
32. The Top Lies of Entrepreneurs
1. “Our projections are conservative.”
2. “(Big name research firm) says our market will be $50 billion in 2010.”
3. “(Big name company) is going to sign our purchase order next week.”
4. “Key employees are set to join us as soon as we get funded.”
5. “No one is doing what we're doing.”.
6. “No one can do what we're doing.”
7. “Hurry because several other venture capital firms are interested.”
8. “Oracle is too big/dumb/slow to be a threat.”
9. “We have a proven management team.”
10. “Patents make our product defensible.”
11. “All we have to do is get 1% of the market.”
Customer Development in the High-Tech Enterprise Fall 2009 Source: Guy Kawasaki
33. One Way to Plan a Startup
Customer Development in the High-Tech Enterprise Fall 2009
34. Business Plans – Why?
! Why write a plan?
" VC’s require it
" Planning (Strategic/Financial/Ops)
" Articulate Bus Model/Assumptions
! What’s wrong with a plan?
" Static
" Execution Oriented
Customer Development in the High-Tech Enterprise Fall 2009
35. The Value of “Models”
! Model = shorthand for complicated idea
" Check to see if the results are static or dynamic
! For example, …
Customer Development in the High-Tech Enterprise Fall 2009
36. Timmons Model of Entrepreneurship
(The Business Plan)
Communication
Resources Opportunity
Business
Plan
Creativity Leadership
Team
Customer Development in the High-Tech Enterprise Fall 2009
37. Moore Model of Entrepreneurship
(Chasm + Life Cycle)
Customer Development in the High-Tech Enterprise Fall 2009
38. New Product Introductions
What’s the Model?
! New Product introduction models
" Checklist of what to and when to do it
" Market size and business case
" Models try to ensure that product matches market
" Technology and development “gates”
Customer Development in the High-Tech Enterprise Fall 2009
39. StageGate™ Model
(New Product Introduction)
Customer Development in the High-Tech Enterprise Fall 2009
41. Steve Blank Model of
Entrepreneurship)
Customer Development in the High-Tech Enterprise Fall 2009
42. Venture Capital Model of a Startup
(Execution)
Concept/ Product Alpha Test/ Launch/
Bus. Plan Development Beta Test 1st Ship
Customer Development in the High-Tech Enterprise Fall 2009
43. New Product Introduction
It Doesn’t Always Work
! New Product Development Process
" Works great for some new products, fails
miserably for others
" Products usually are late, over cost
" Typically fails to understand and satisfy
customer needs
! Why?
Customer Development in the High-Tech Enterprise Fall 2009
44. Issues in New Product Intros
! Current models:
" Confuse product development process with
customer needs
" Treat all startups as the same
! We need a New Product Intro Process
" Reduces Market RiskSimple, understood by all
" Founders commitment
" Cross function organization
" Solid homework
Customer Development in the High-Tech Enterprise Fall 2009
45. Product Development - Microsoft
Unit of progress: Advance to Next Stage
Waterfall
Problem: known Solution: known
Customer Development in the High-Tech Enterprise Fall 2009
46. Product Development - Startup
Assumes Customers and Markets are Understood
Agile (XP)!
“Product Owner” or
in-house customer
Problem: known Solution: unknown
Customer Development in the High-Tech Enterprise Fall 2009
47. Product Development - Lean Startup
Assumes Customers and Markets are Unknown
Customer Development Engineering
Customer Customer Customer Scale
Discovery Validation Creation Company
Data, feedback, insights
Problem: unknown Solution: unknown
Hypotheses, experiments, insights
Customer Development in the High-Tech Enterprise Fall 2009
48. The Lean Startup Model
Agile Product Development
! Continuous cycle of
Product Development
" Product release cycle in
hours not years
" Tightly coupled with
customer development
" Minimum feature sets,
Agile maximum customer
Product
Development coverage
Customer Development in the High-Tech Enterprise Fall 2009
49. The Lean Startup Model
Customer Development
! Continuous cycle of
Customer
customer interaction
Development " Rapid hypothesis
testing about market,
pricing, customers, …
" Extreme low cost, low
burn, tight focus
" Measurable gates for
investors
Customer Development in the High-Tech Enterprise Fall 2009
50. Lean Startup Principles
Extraordinary Value at Low cost in Little Time
! Leverages:
Customer
Development " Commodity Technology
" Agile management
" Customer Development
! Designed to test hypothesis
and answer the unknowns
Agile
Product
Development
Customer Development in the High-Tech Enterprise Fall 2009
51. The Lean Startup Model
Customer Development Parallels Agile Development
Agile Development
Concept / Agile Continuous Continuous
Business Plan Development Test Ship
Customer Development
Customer Customer Customer Company
Discovery Validation Creation Building
Customer Development in the High-Tech Enterprise Fall 2009
52. Customer Development
Turns Market Risk/Product Fit Hypothesis into Facts
Customer Customer Customer Company
Discovery Validation Creation Building
! Discovery: Test hypotheses i.e. problem and product
! Validation: Build a repeatable and scalable sales process
! Creation: Create end-user demand and fill the sales pipeline
! Building: Scale via relentless execution
Customer Development in the High-Tech Enterprise Fall 2009
53. Lean Startup Advantages
Customer
Development
! Builds low-burn companies by design
" Low cost market risk testing
Agile
! Organized around learning and Product
Development
discovery
! Right model for current conditions
The next wave of capital efficient startups
Customer Development in the High-Tech Enterprise Fall 2009
54. The Value of “Models”
! Model = shorthand for complicated idea
! This class teaches a “model” for product
introduction
! How to reduce risk for customer/market fit
! Side effect is rethinking timing in Sales,
Marketing & Business Development
Customer Development in the High-Tech Enterprise Fall 2009
55. Customer Development
Product Development
Concept/ Product Alpha/Beta Launch/
Bus. Plan Dev. Test 1st Ship
Customer Development
Customer Customer Customer Scale
Discovery Validation Creation Company
Customer Development in the High-Tech Enterprise Fall 2009
56. Customer Development
This is what our class is about
Customer Customer Customer Scale
Discovery Validation Creation Company
Customer Development in the High-Tech Enterprise Fall 2009
57. Customer Development
in the High Tech Enterprise
Key Concepts
Steve Blank
sblank@kandsranch.com
www.steveblank.com
58. Class 2: Agenda
! Vertical Markets
! Market Risk vs. Invention Risk
! Case: In N Out
! Three Types of Startups
! Customer Development
" Definitions
" Market Type effects
Customer Development in the High-Tech Enterprise Fall 2009
59. New Product Conundrum
! New Product Introduction methodologies
sometimes work, yet sometimes fail
" Why?
" Is it the people that are different?
" Is it the product that are different?
! Perhaps there are different “types” of startups?
Customer Development in the High-Tech Enterprise Fall 2009
60. Startup Checklist – 1
What Vertical Market am I In?
! Web 2.0 ! Semiconductors
! Enterprise Software ! Electronic Design
! Enterprise Hardware Automation
! Communication Hdw ! Cleantech
! Communication Sftw ! Med Dev / Health Care
! Consumer Electronics ! Life Science / Biotech
! Game Software ! Personalized Medicine
Customer Development in the High-Tech Enterprise Fall 2009
61. A Plethora of Opportunities
Customer Development in the High-Tech Enterprise Fall 2009
62. Market Risk vs. Invention Risk
Customer Development in the High-Tech Enterprise Fall 2009
63. Startup Checklist - 2
! Market Risk?
! Technical Risk?
! Both?
Customer Development in the High-Tech Enterprise Fall 2009
64. Startup Checklist - 3
! Opportunity Where does the idea come from?
! Innovation Where is the innovation?
! Customer Who is the User/Payer?
! Competition Who is the competitor/complementor?
! Sales What is the Channel to reach the customer?
! Marketing: How do you create end user demand?
! What does Biz Dev do? Deals? Partnerships? Sales?
! Business/Revenue Model(s) How do we organize to make money?
! IP/PatentsRegulatory Issues? How and how long?
! Time to Market How long does it take to get to market?
! Product Development Model How to you engineer it?
! Manufacturing What does it take to build it?
! Seed Financing How much? When?
! Follow-on Financing How much? When?
! Liquidity How much? When?
Customer Development in the High-Tech Enterprise Fall 2009
65. Execution: Lots to Worry About
Customer Development in the High-Tech Enterprise Fall 2009
69. In-N-Out Secret Menu
! X by Y ! Grilled Cheese
" X meat patties and Y slices of cheese " Two slices of melted cheese, tomato,
(for example, a 3 by 3 or a 2 by 4) lettuce and spread on a bun, with no meat.
! Double Meat ! Extra Everything
" Two meat patties without cheese. " Adds extra spread, tomato, lettuce, and
! Triple Meat onions (regular or grilled).
" Three meat patties without cheese. ! Fries "Light"
! Animal Style " Almost raw fries that are cooked for less
time.
" A mustard cooked beef patty served on a
bun with pickles, lettuce, tomatoes, extra ! Fries "Well" (aka "Wellies")
spread and grilled onions. Any burger " Fries that are cooked longer to be extra
(including veggie and grilled cheeses) may crisp.
be made this way. ! Cheese Fries
! Flying Dutchman " Fries with two slices of melted cheese
" Two meat patties, two slices of melted placed on top.
cheese and nothing else. ! Animal Style Fries
! Protein Style " Fries with cheese, spread, and grilled
" Instead of a bun, the burger is wrapped in onions.
lettuce. Any burger (including veggie and ! Neapolitan Shake
grilled cheeses) may be made this way.
" All three shake flavors (strawberry, vanilla
! Veggie Burger (Wish Burger) and chocolate) combined in one shake.
" A burger without the meat and cheese.
Customer Development in the High-Tech Enterprise Fall 2009
71. So Why Are We Talking About This?
Existing Market Resegmented New Market
Market
Customer Development in the High-Tech Enterprise Fall 2009
72. Three Types of Markets
Existing Market Resegmented New Market
Market
Customer Development in the High-Tech Enterprise Fall 2009
73. Three Types of Markets
Existing Market Resegmented New Market
Market
! Who Cares?
! Type of Market changes EVERYTHING
! Sales, marketing and business development
differ radically by market type
Customer Development in the High-Tech Enterprise Fall 2009
74. Definitions: Three Types of Markets
Existing Market Resegmented New Market
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
Customer Development in the High-Tech Enterprise Fall 2009
75. Existing Market Definition
! Are there current customers 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?
Customer Development in the High-Tech Enterprise Fall 2009
76. Existing Market
Performance Our Company
Existing
Companies
Customer Development in the High-Tech Enterprise Fall 2009
77. Oops, forgot about Time
Performance Our Company
Existing
wt h
c e G ro
Companies
Today rfo rm an
Co mp any Pe
g
E x is t in
Time
Customer Development in the High-Tech Enterprise Fall 2009
78. Existing Market Risks
! “Better/Faster” is an engineering driven axiom
! Incumbents defend high-end, high-margin
businesses
! Factor in:
" Network effect of incumbent
" Sustaining innovation of incumbent
" Industry (or you own) “standards”
! “They’ll never catch up” is not a business strategy
! Established companies almost always win
Customer Development in the High-Tech Enterprise Fall 2009
79. Resegmented Market Definition (1)
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 business profitable at this low-end?
! Are there sufficient barriers to competition from
incumbents?
Customer Development in the High-Tech Enterprise Fall 2009
80. Low-end Resegmentation
“Good Enough” Performance
Performance
Existing
wt h
Companies
rm an c e G ro
rfo
any Pe
Today
g Co mp
E x is t in
Our Company
At the Low-end
Time
Customer Development in the High-Tech Enterprise Fall 2009
81. Resegmented Market Definition (2)
Niche
! Are there customers in the current market who
would:
" buy if it addressed their specific needs
" if it was the same price?
" If it cost more?
! Is there a defensible business model at this point?
! Are there barriers to competition from incumbents?
Customer Development in the High-Tech Enterprise Fall 2009
82. Niche Resegmentation
“Branding” has its place
Existing Customers
Performance New Niches
a ny
N ew C om p
a
N ic h e fo r
a ny
N ew C om p
a
N ic h e fo r
n y
n gC om pa
E x is t i
Time
Customer Development in the High-Tech Enterprise Fall 2009
83. Resegmented Market Risks
! “Cheaper” is a sales-driven axiom
! Incumbents abandon low-end, low-margin
businesses
" For sometimes the right reasons
! Low-end must be coupled with a profitable
business model
" Up migration
Customer Development in the High-Tech Enterprise Fall 2009
84. New Market Definition
! 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 barriers to competition from
incumbents?
Customer Development in the High-Tech Enterprise Fall 2009
85. New Market
Customers That Don’t Yet Exist
Existing Customers
New Niches
Performance
New Customers
New Markets
a ny
ng Com p
E x is t i
t
M arke
N ew
Time
Customer Development in the High-Tech Enterprise Fall 2009
86. 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
Customer Development in the High-Tech Enterprise Fall 2009
87. Hybrid Markets
! Some products fall into Hybrid Markets
! Combine characteristics of both a new market
and low-end resegmentation
" SouthWest Airlines
" Dell Computers
" Cell Phones
" Apple iPhone?
Customer Development in the High-Tech Enterprise Fall 2009
89. Business Model
1. A diagram that shows all the flows between your
company and its customers
Customer Development in the High-Tech Enterprise Fall 2009
90. Clean Tech Markets
Air, Water Energy Green Renewables Smart Transport
& Waste Efficiency Building Power
Customer Development in the High-Tech Enterprise Fall 2009
91. Clean Tech Markets - Risk
Air, Water Energy Green Renewables Smart Transport
& Waste Efficiency Building Power
! Which markets have technology risk?
! Which markets have customer risk?
! Which have both?
Customer Development in the High-Tech Enterprise Fall 2009
92. Clean Tech Markets - Risk
Definitions
Air, Water Energy Green Renewables Smart Transport
& Waste Efficiency Building Power
! Technology Risk
" risk is in development of the product (i.e. fuel cells, thin-film
arrays, etc.) then customers automatically adopt
! Customer risk
" risk is in customer and market adoption
! Which have both?
! You spend your time differently depending on risk
Customer Development in the High-Tech Enterprise Fall 2009
94. Clean Tech Markets - Hypotheses
Size of Opportunity
Customer
Competition
Sales ! Your business plan is a set of untested
Marketing hypothesis
Biz Dev
Customer Dev
! What are they?
Bus/Rev Model ! How do you test them?
IP/Patents
Regulatory
! How do you execute them?
Time to Market
Prod Dev Model
Manufacturing
Team
Seed Financing
Follow-on
Liquidity Customer Development in the High-Tech Enterprise Fall 2009
95. Clean Tech Markets -
Hypotheses
Size of Opportunity
Customer
! Size of Opportunity
Competition
" TAM, SAM
Sales
! Customer
Marketing
" Who’s the end user? Economic buyer?
Biz Dev Reimburser?
Customer Dev ! Sales
Bus/Rev Model " What’s the distribution channel?
IP/Patents ! Marketing
" How do you create end-user demand
Regulatory
Time to Market
! Customer Development
" How do you test your hypothesis
Prod Dev Model
! Business Model
Manufacturing
" How do all the parts work to create profits?
Team ! Financing
Seed Financing " What is the path to cash flow positive
Follow-on
Liquidity Customer Development in the High-Tech Enterprise Fall 2009
97. Clean Tech Markets
Air, Water Energy Green Renewables Smart Transport
Waste Efficiency Building Power
Size of Opportunity
Customer
Competition
Sales
Marketing
Biz Dev
Customer Dev
Bus/Rev Model
IP/Patents
Regulatory
Time to Market
Prod Dev Model
Manufacturing
Team
Seed Financing
Follow-on
Liquidity Customer Development in the High-Tech Enterprise Fall 2009
98. Clean Tech Markets
Air, Water Energy Green Renewables Smart Transport
Waste Efficiency Building Power
Size of Opportunity
Customer
Competition
Sales
Marketing
Biz Dev
Customer This Is Important
Development
Bus/Rev Model
IP/Patents
Regulatory
Time to Market
Prod Dev Model
Manufacturing
Team
Seed Financing
Follow-on
Liquidity
Customer Development in the High-Tech Enterprise Fall 2009
99. Business Plan - Sum of Hypotheses
! Business plan collects your hypothesis
! Adds facts as you know them today
! Contains a plan of how to turn hypothesis into
facts
! Extrapolates results if hypothesis turn into facts
! Has a business model which is clearly articulated
Customer Development in the High-Tech Enterprise Fall 2009
101. Business Model
! Goal is to get to a single diagram of your
business
! Start by drawing pieces of your business
" Problem/Opportunity
" Market Size
" Distribution Channel
" Demand Creation
" Financial assumptions
! Then put it all together
Customer Development in the High-Tech Enterprise Fall 2009
104. Can Save a Ton of Dollars
Recognize Your Market
Type
105. Market Type?
! Existing Market
! Resegment a Niche
! Resegment on Low Cost
! New Market
Customer Development in the High-Tech Enterprise Fall 2009
106. Definitions: Types of Markets
Existing Market Resegmented New Market
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
Customer Development in the High-Tech Enterprise Fall 2009
107. Type of Market Changes Everything
Existing Market Resegmented New Market
Market
! Market
" Market Size ! Sales • Customers
" Cost of Entry " Sales Model - Needs
" Launch Type " Margins - Adoption
" Competitive " Sales Cycle
Barriers " Chasm Width
" Positioning • Finance
- Ongoing Capital
- Time to Profitability
Customer Development in the High-Tech Enterprise Fall 2009
109. Total Available Market, Served
Available Market, Target Market
TAM = how big is the universe Total
Available
Market Served
Available
Market
Target
SAM = how many can I reach Market
with my sales channel
Target Market (for a startup) =
who will be the most likely buyers
Customer Development in the High-Tech Enterprise Fall 2009 10
9
110. sizing up the market
$123 billion tourism
industry inside the U.S.
$1 billion English travel
guides sold annually
$210 million 20-35 year
old travelers
SF (Initial test market)
111. OLED’s - Billion Dollar
Opportunity
-./0&1+234&5*+67'43&4)4583*+(56&'93:48 Our target market is the Flat
!"#$%&'())(*+,
;./0&;(<4&*=&->&'93:48
Panel display market.
!"A%%&'())(*+B,
Target products: Camcorders, DVD
-93?48&/:80&"@AA players and recorder, digital cameras,
'())(*+B computer monitors, LCD and Plasma TV
Apex: ! 3.5M
OLED TV market will grow to $15.29
billion by 2015
YEAR 1 PROJECTIONS
Units sold : 1,000,000
Price per unit : $700 - $1,000
Revenue from Royalties (assuming .5-1.0% of shelf price):
Worst case = $3,500,000 Best Case = $10,000,000
Customer Development in the High-Tech Enterprise Fall 2009
113. Sales Ecosystem
Discussion channel
Mandate channel
Sale
Superintendant
Another
District district
IT Director
Engagement
(Early Stages) School
Dept. Head Another
school
in the
district
Teacher Teacher
114. Distribution Channel
Licensed Partners:
• Sony Consumer electronics
• Samsung • Flat Screen TVs through
(Other possibilities - LG, Toshiba, Panasonic,
DuPont)
Fry’s, Best Buy, Magnolia,
etc
IP
.
C Patents !"#$%"&'$()#* +),'()-$./# 01'")2
1
D
2 patents owned by Apex! Partners’ distribution channels
• Technology patent - SOLED • Sony
• Long-Brite and inkjet printing process • Samsung
(Other possibilities - LG, Toshiba, Panasonic,
DuPont)
Dollar flows:
Wages: founders &
Consultants
IP Costs: Lawyer .
C License fees C.E-F1E;
& Patent costs.
1 Royalties
Premises: Dev’t labs. D
117. Demand Creation
! State-by-state rollout: educational standards
! Continuous iteration of feedback
CA Pilot Broad Grow
Adoption Adoption
! Hypotheses: Will ! Hypotheses: Will ! Hypothesis: How
they adopt, use, they buy hands- well does it sell
and pay? off? Can it scale? itself?
! 10 schools f2f: ! CA telemarket ! All telemarket
! Sales: $1,066 ! F2f elsewhere ! $533/dist
! Travel: $1,000
118. distribution and demand creation
! Unique Idea: website and iPhone app form
symbiotic relationship
Travel
AdWords App
traffic
Listing
TravelSpy.com iPhone App
traffic Blogs (ex.
Magazines
Travelblog.org)
121. Financial Assumptions
! Ten Numbers that matter depends on your business
" Average selling price
" Life time value
" Material cost
" Distribution channel cost
" Customer Acquisition cost
" Time to market
" Time to cash flow positive
" Etc.
! Do this before 45 pages of financials
Customer Development in the High-Tech Enterprise Fall 2009
123. Bird’s Eye View of our Business
Hardware
Model
($155)
Online Distribution
• Own website ($208+.3x)
Customer • Amazon.com ($40+32x)
• eBay ($300+25x)
Acquisition
Target Market
Cost:
($41)
Demand Creation Viral
MyNote • SEO/SEM
($156.00) Marketing
• Blogs
• Forums
• Bookstore
promotion
• Sales force
• Viral marketing Offline Distribution
• Website $399.99
• College bookstores
($0.02)
Software (in-house)
($1.00)
124. BUSINESS MODEL
iPhone Application Subscription Based Service
$ 2.99 (x.7) $ 5/month
Year 1: $ 40K END-USERS END-USERS Year 1: $ 50K
Year 2: $1M Year 2: $1.2 M
E
IC
SE
E
RV
NU
RV
RE
SE
VE
IC
VE
E
RE
Third
NU
Nightlife
E
party
venues
affiliates
CITYBEATS.COM
Two Revenue Streams
March | 2011
Total Revenue (year 1) = $ 90 K
Critical Mass: 500,000 users
Total Revenue (year 2) = $ 2.2 M