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 outlines a customer development template for a sales meeting. It includes sections to understand the customer's needs, provide an overview of the company and product, demonstrate features, discuss limitations, get feedback on a potential roadmap, address objections, and next steps. The purpose is to determine if the customer is a fit and what it will take to do business with them. Key aspects covered include understanding the customer's goals and needs, showcasing key features, getting input on priority of future capabilities, addressing budget and decision process, and scheduling follow up meetings.
The document provides an overview of Steve Blank's teachings on business models, customer development, and how startups differ from large companies. It discusses that startups search for a repeatable business model through customer development, while large companies focus on execution. Key points include:
- Startups are temporary organizations that search for a business model, while companies execute known business plans.
- The business model canvas is used to visualize hypotheses about the problem and solution that are then tested through customer development.
- Customer development involves building minimum viable products and pivoting based on feedback, rather than following traditional product launch processes.
- Founders run customer development teams rather than hiring functional roles like sales and marketing early on.
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.
The document provides an overview of product management for startups. It discusses what product management is, understanding customer needs, and prioritizing features to maximize return on engineering resources. The key aspects covered include translating business objectives and customer needs into product requirements, defining and tracking metrics, and identifying and planning high-impact product ideas. Understanding customer problems and priorities is emphasized as critical for developing successful products.
This document discusses the concept of "Perceptionitis", which is described as an inflammation of perception that contaminates branding and communication. It is caused by an allergy to different points of view and spreads as a virus in communication. The document argues that a brand is not defined by what it says it is, but rather by the perceptions others have when they experience its communication. It emphasizes that brands must push boundaries and spark curiosity in order to create impact and be more than just what competitors also do.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
The document outlines a customer development template for a sales meeting. It includes sections to understand the customer's needs, provide an overview of the company and product, demonstrate features, discuss limitations, get feedback on a potential roadmap, address objections, and next steps. The purpose is to determine if the customer is a fit and what it will take to do business with them. Key aspects covered include understanding the customer's goals and needs, showcasing key features, getting input on priority of future capabilities, addressing budget and decision process, and scheduling follow up meetings.
The document provides an overview of Steve Blank's teachings on business models, customer development, and how startups differ from large companies. It discusses that startups search for a repeatable business model through customer development, while large companies focus on execution. Key points include:
- Startups are temporary organizations that search for a business model, while companies execute known business plans.
- The business model canvas is used to visualize hypotheses about the problem and solution that are then tested through customer development.
- Customer development involves building minimum viable products and pivoting based on feedback, rather than following traditional product launch processes.
- Founders run customer development teams rather than hiring functional roles like sales and marketing early on.
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.
The document provides an overview of product management for startups. It discusses what product management is, understanding customer needs, and prioritizing features to maximize return on engineering resources. The key aspects covered include translating business objectives and customer needs into product requirements, defining and tracking metrics, and identifying and planning high-impact product ideas. Understanding customer problems and priorities is emphasized as critical for developing successful products.
This document discusses the concept of "Perceptionitis", which is described as an inflammation of perception that contaminates branding and communication. It is caused by an allergy to different points of view and spreads as a virus in communication. The document argues that a brand is not defined by what it says it is, but rather by the perceptions others have when they experience its communication. It emphasizes that brands must push boundaries and spark curiosity in order to create impact and be more than just what competitors also do.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
This document summarizes Steve Blank's presentation on "The Startup Owners Manual". It discusses the concepts of customer development, business models, and turning hypotheses into facts through testing ideas with customers. The presentation is based on several of Steve Blank's books and promotes getting outside the building to test problems and solutions with real customers. It also highlights that the manual provides examples and guidance for startups on topics like customer relationships, key resources, revenue streams, and other business model components.
Validate Your Ideas Quickly with Google Design SprintBorrys Hasian
This was presented at Compfest, an annual one-stop IT event held by students of Faculty of Computer Science, University of Indonesia. The deck is about Design Thinking and Google Design Sprint.
Product Management with PayPal Mobile App CreatorProduct School
Ashish Toshniwal, the founder of Y Media Labs, shared the keys to successful agency-client relationships, how to execute customer research effectively and best practices for communicating throughout the product lifecycle.
Y Media Labs has over 200 employees worldwide and have helped over 21 Fortune 500 companies achieve success in mobile. Media Lab has a podcast on Alpha UX, Partnering with an Agency in Product Management.
This document discusses business model innovation using the Business Model Canvas as a tool. It provides an example of how Nespresso changed their business model to become successful. Their original model in 1987 almost failed, but by changing to a model where they control the pod production and recycling, they were able to grow significantly with annual growth over 30% and global sales of over $3.8 billion. The document advocates testing business model prototypes with customers to find the right model rather than relying only on the ideas of management.
This document provides a summary of Ron Calabrese's experience and qualifications as an enterprise architect. He has expertise in areas such as architecture strategy, governance, standards, portfolio management, and ensuring alignment between business needs and IT solutions. His background demonstrates strong leadership skills and experience developing architectures for various industries.
Lior Shoham presented a method for delivering brilliant ideas in brief pitches. The method involves first hooking an audience with a problem, solution, and impact in 20 seconds. The presenter then has 3 minutes to fully outline the idea using a structure inspired by Pixar films, covering the problem, alternatives, solution, traction, and team. Emphasis is placed on passion, experience, and future plans. The goal is to efficiently share innovative concepts and stand out from others.
The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.
By Board of Innovation (www.boardofinnovation.com)
Full program & tools available. A step by step approach to create an innovation platform in your company.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
What mistakes to sales leaders most often encounter when building outbound sales teams and models? Liz Cain, Partner at OpenView, and former sales leader at NetSuite, explains.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
Lean startup workshop: practical ways to turn your idea into a successful pro...Made by Many
This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.
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.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Breaking into Product Management by Amazon Sr PMProduct School
The document discusses how to break into product management. It provides an overview of what a product manager is and does, including setting vision, evangelizing vision, and actionizing execution through roadmapping and iteration. It addresses myths about the role and core competencies. The document recommends internal transitions, junior PM roles, startups, or starting your own company as ways to break in, and provides additional resources on the topic.
From talk to CTO School in NYC
- what is good product management
- how engineering can be a good partner to product (and how to structure product leadership)
- how to hire
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
This document summarizes Steve Blank's presentation on "The Startup Owners Manual". It discusses the concepts of customer development, business models, and turning hypotheses into facts through testing ideas with customers. The presentation is based on several of Steve Blank's books and promotes getting outside the building to test problems and solutions with real customers. It also highlights that the manual provides examples and guidance for startups on topics like customer relationships, key resources, revenue streams, and other business model components.
Validate Your Ideas Quickly with Google Design SprintBorrys Hasian
This was presented at Compfest, an annual one-stop IT event held by students of Faculty of Computer Science, University of Indonesia. The deck is about Design Thinking and Google Design Sprint.
Product Management with PayPal Mobile App CreatorProduct School
Ashish Toshniwal, the founder of Y Media Labs, shared the keys to successful agency-client relationships, how to execute customer research effectively and best practices for communicating throughout the product lifecycle.
Y Media Labs has over 200 employees worldwide and have helped over 21 Fortune 500 companies achieve success in mobile. Media Lab has a podcast on Alpha UX, Partnering with an Agency in Product Management.
This document discusses business model innovation using the Business Model Canvas as a tool. It provides an example of how Nespresso changed their business model to become successful. Their original model in 1987 almost failed, but by changing to a model where they control the pod production and recycling, they were able to grow significantly with annual growth over 30% and global sales of over $3.8 billion. The document advocates testing business model prototypes with customers to find the right model rather than relying only on the ideas of management.
This document provides a summary of Ron Calabrese's experience and qualifications as an enterprise architect. He has expertise in areas such as architecture strategy, governance, standards, portfolio management, and ensuring alignment between business needs and IT solutions. His background demonstrates strong leadership skills and experience developing architectures for various industries.
Lior Shoham presented a method for delivering brilliant ideas in brief pitches. The method involves first hooking an audience with a problem, solution, and impact in 20 seconds. The presenter then has 3 minutes to fully outline the idea using a structure inspired by Pixar films, covering the problem, alternatives, solution, traction, and team. Emphasis is placed on passion, experience, and future plans. The goal is to efficiently share innovative concepts and stand out from others.
The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.
By Board of Innovation (www.boardofinnovation.com)
Full program & tools available. A step by step approach to create an innovation platform in your company.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
What mistakes to sales leaders most often encounter when building outbound sales teams and models? Liz Cain, Partner at OpenView, and former sales leader at NetSuite, explains.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
Lean startup workshop: practical ways to turn your idea into a successful pro...Made by Many
This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.
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.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Breaking into Product Management by Amazon Sr PMProduct School
The document discusses how to break into product management. It provides an overview of what a product manager is and does, including setting vision, evangelizing vision, and actionizing execution through roadmapping and iteration. It addresses myths about the role and core competencies. The document recommends internal transitions, junior PM roles, startups, or starting your own company as ways to break in, and provides additional resources on the topic.
From talk to CTO School in NYC
- what is good product management
- how engineering can be a good partner to product (and how to structure product leadership)
- how to hire
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.
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.
The First 2 Steps to the Epiphany: Customer Discovery, Customer Validation an...Jason Evanish
An outline of the key parts of the first two steps of Steve Blank's Four Steps to the Epiphany as well as how to do customer development interviews.
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
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.
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 various elements of a business model and their interrelations.
Semelhante a 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.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
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The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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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.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
[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
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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