Introduction to Customer Development at the Lean Startup Intensive at Web 2.0 Expo by Steve Blank
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Presentation by Steve Blank at the Lean Startup Intensive at the Web 2.0 Expo May 3, 2010 in SF
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Introduction to Customer Development at the Lean Startup Intensive at Web 2.0 Expo by Steve Blank
- 1. Customer Development Steve Blank Stanford - School of Engineering U.C. Berkeley - Haas School Of Business www.steveblank.com Twitter: sgblank Lean Startup Intensive at Web 2.0 Expo
- 2. I Wrote This
- 3. I Write a Blog www.steveblank.com
- 10. More startups Fail from a Lack of Customers than from a Failure of Product Development
- 12. Product Development Model Concept/ Seed Round Product Dev. Alpha/Beta Test Launch/ 1 st Ship
- 21. Customer Development Concept/ Bus. Plan Product Dev. Alpha/Beta Test Launch/1st Ship Product Development Customer Development Company Building Customer Discovery Customer Validation Customer Creation +
- 22. Customer + Agile Development Agile Development + Customer Development Company Building Customer Discovery Customer Validation Customer Creation
- 28. Earlyvangelists Budget Put Together a Solution out of Piece Parts Actively Looking For a Solution You Know They Have A Problem They Know They Have a Problem
- 30. Customer Development is a Search for a Business Model
- 32. Emphasis On Hypotheses Testing
- 33. Startups Continually Pivot (Iterate)
- 43. What VC’s Don’t Tell You: The Transition Scalable Startup Large Company Transition Search Build Grow
- 46. Backup
- 47. So What Does Engineering Do?
- 48. Traditional Product Development Unit of progress: Advance to Next Stage Problem: known Solution: known Waterfall Requirements Design Implementation Verification Maintenance Source: Eric Ries http://startuplessonslearned.blogspot.com
- 49. Agile Unit of progress: a line of working code Problem: Known Solution: Unknown “ Product Owner” or in-house customer Source: Eric Ries http://startuplessonslearned.blogspot.com
- 50. Product Development at Lean Startup Unit of progress: validated learning about customers ($$$) Problem: Unknown Solution: Unknown Source: Eric Ries http://startuplessonslearned.blogspot.com
Notas do Editor
- Steve Blank has an additional screen for opportunity – the “Type of Market” Three types of markets Each with a radically different set of needs Palm in 1995 created a “New Market” Handspring in 2000 with the exact same product, entered an “Existing Market Microsoft with the Pocket PC, is attempting to “Resegment” the Market Why does this matter in weighing and assessing opportunity?
- Each “type of market” is radically different Different ways to size the market opportunity Different sales costs Different demand creation costs Different time to liquidity Very different capital requirements And as we’ll see market type choices radically effect the Customer Development process.
- In looking at how companies succeed and fail, their success tends to be organized around groupings of customers and markets. More importantly it is how these groupings of customers view their needs and how your new product satisfies those needs
- IMVU started life as an “IM add-on” product. It sounded like a brilliant strategy – on a whiteboard.