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The book has been shepherded and edited by a great Japanese VC at Mitsui Sumitomo Insurance Venture Capital, Takashi Tsutsumi, with help from Masato Iino. I asked Tsutsumi-san to write a guest post for my blog to describe his experience with CustomerDevelopment in Japan. But customers didn’t agree.
CustomerDevelopment is all about gathering a list of what features customers want by talking to them, surveying them, or running “focus groups.” Gathering feature requests from customers is not what marketing should be doing in a startup. And it’s certainly not CustomerDevelopment.
Lessons Learned by Eric Ries Saturday, November 8, 2008 What is customerdevelopment? But too often when its time to think about customers, marketing, positioning, or PR, we delegate it to "marketroids" or "suits." Many of us are not accustomed to thinking about markets or customers in a disciplined way. Heres the catch.
Lessons Learned by Eric Ries Sunday, September 7, 2008 CustomerDevelopment Engineering Yesterday, I had the opportunity to guest lecture again in Steve Blank s entrepreneurship class at the Berkeley-Columbia executive MBA program. Its a nice complement on the product engineering side to his customerdevelopment methodology.
The relevant part starts about 4:30 into the video (wait for it to download.) luck… and as one of Steve Blank’s posts today mentioned, you can’t test hypotheses from within your building. luck… and as one of Steve Blank’s posts today mentioned, you can’t test hypotheses from within your building.
To fill this gap I wrote The Four Steps to the Epiphany , a book about the CustomerDevelopment process and how it changes the way startups are built. My new book, The Startup Owners Manual , outlined the steps of building a startup or new division inside a company in far greater detail.
Twenty eight years ago I was the bright, young, eager product marketing manager called out to the field to support sales by explaining the technical details of Convergent Technologies products to potential customers. They couldn’t keep up with the fast product development times that were enabled by using standard microprocessors.
I just spent a few weeks in Japan and China on a book tour for the Japanese and Chinese versions of the Startup Owners Manual. The previous post described how China built its science and technology infrastructure. This post is about the how the Chinese government engineered technology clusters. All the usual caveats apply.
For those of you who have been following the discussion, a Lean Startup is Eric Ries ’s description of the intersection of CustomerDevelopment , Agile Development and if available, open platforms and open source. The CustomerDevelopment process (and the Lean Startup) is one way to do that.
Posted on September 14, 2009 by steveblank Over the last 30 years Wall Street’s appetite for technology stocks have changed radically – swinging between unbridled enthusiasm to believing they’re all toxic. Large companies were acquiring technology startups just to get in the game at the same absurd prices.
Over time, innovations outside the company (demographic, cultural, new technologies, etc.) The company loses customers, then revenues and profits decline and it eventually gets acquired or goes out of business. valued by their existing customers – fairly well. outpace an existing company’s business model.
CustomerDevelopment ) to help you quickly recognize and reverse any incorrect decisions. CustomerDevelopment) to help you quickly recognize and reverse any incorrect decisions.&# My advice was to start a policy of making reversible decisions before anyone left his office or before a meeting ended.
CustomerDevelopment We were starting Epiphany, my last company. I was out and about in Silicon Valley doing what I would now call Customer Discovery trying to understand how marketing departments in large corporations worked. See part one for the first time it happened. This time it was serious. Good stuff too.
They knew the technology trendsetters in their fields and got us in front of them. In short order they learned how to transition from being customers on the receiving end of a sales pitch to giving one.
We’re here for Greycroft’s CEO Summit – a gathering of the CEO’s of their portfolio companies with guest speakers covering topics including how to build your team, PR, customerdevelopment, etc. It is the key to “customerdevelopment” that Steve Blank talks about. I’m going to save that for a future blog post.
To fill this gap I wrote The Four Steps to the Epiphany , a book about the CustomerDevelopment process and how it changes the way startups are built. My new book, The Startup Owners Manual , outlined the steps of building a startup or new division inside a company in far greater detail.
I just spent a few weeks in Japan and China on a book tour for the Japanese and Chinese versions of the Startup Owners Manual. The previous post described how China built its science and technology infrastructure. This post is about the how the Chinese government engineered technology clusters. All the usual caveats apply.
I just spent a few weeks in Japan and China on a book tour for the Japanese and Chinese versions of the Startup Owners Manual. Though they’re familiar with technology in the valley, I picked up some important cultural difference from students and startup engineers I talked to. China CustomerDevelopmentTechnology Venture Capital'
Zilog Zilog was my first Silicon Valley company where you could utter the customer’s name in public. Zilog produced one of the first 8-bit microprocessors , the Z-80 (competing at the time with Intel’s 8080 , Motorola 6800, and MOS Technology 6502.) You created it and own it.
At some point in my career as I began to formulate thoughts about mission and intent, I started to think about the broader role of marketing in a growing technology company. I feel that I’ve derived as much value from this post as I would from reading 2 or 3 lengthy books on the topic. The Sharp End of the Stick? It became [.]
We didn’t know it at the time, but with that investment we had paid for front-row VIP seats to witness the origins of CustomerDevelopment and the Lean Startup. Twenty years and 100,000’s of copies of those books later, my life has fortuitously intersected with Steve Blank once again now that we’ve both become educators.
As the emeritus Chief Technology Officer of the United States, he still connects government and Silicon Valley. Ben Horowitz ’s book The Hard Thing About Hard Things is driving the conversation around startup management this year. Bill Gross founded Idealab in 1996, making it the longest-running technology incubator alive today.
No internet, no blogs, no books on startups, no entrepreneurship departments in universities, etc. CustomerDevelopment/Lean Startups In hindsight startups and the venture capital community left out the most important first step any startup ought to be doing – hypothesis testing in front of customers- from day one.
I didn’t recognize the behavior at the time, but anyone who loves technology and gadgets has at one time or another has bought a technology toy – USB memory sticks, iPod Shuffles, umbrellas with LED lights, alarm clocks that talked, Flip Video Cameras, etc. We accidently had a product with the Novelty Effect.
However, you will be dealing with almost daily change, (new customer feedback/insights from a CustomerDevelopment process and technical roadblocks ,) as the company searches for a repeatable and scalable business model. This means you still need to have a resilient personality, and be agile. You’re not joining a big company.
TLDR: Brant Cooper and Patrick Vlaskovits , authors of The Entrepreneur's Guide to CustomerDevelopment are back with a new book called The Lean Entrepreneur. It took the idea of CustomerDevelopment and made it accessible to a whole new audience. Illustrations by FAKEGRIMLOCK. You can pre-order it starting today.
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We’re standing 15 air miles away from the epicenter of technology innovation. I’ve been asked to talk today about the future of Innovation – typically that involves giving you a list of hot technologies to pay attention to – technologies like machine learning. In fact, it’s not about any specific new technologies.
It was the best of times, it was the worst of times Ardent would be my third technology company as a VP of Marketing (Convergent Technologies and MIPS Computers were the other two.) It was my ex boss from Convergent Technologies, “Steve we’ve all just resigned from Convergent and we’re starting a new company.
Our firm has a portfolio of companies across a broad range of markets and the way we look at it is pretty simple – the deals fall into two types: those with customer/market risk and those with invention risk.” Markets with Customer/Market Risk are those where the unknown is whether customers will adopt the product.
We had been attempting to compete by their rules with the same types of technology messages. Up until now all the graphics board companies supplied “technology”, and it was up to the customers to figure out which of these arcane specs was best for their business.
If you are a practitioner of CustomerDevelopment, ESL was doing it before most us were born. At ESL Military Intelligence Was No Longer an Oxymoron Perry not only took his best managers, but he also took his customers, and his desire to build a company culture that was the antithesis of working for a phone company.
But by taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste. I am heavily indebted to earlier theorists, and highly recommend the books Lean Thinking and Lean Software Development. Labels: customerdevelopment , lean startup 8comments: Amy said.
In previous posts I’ve talked about what the combination of Business Model Design, CustomerDevelopment and Agile Methodologies mean to startups and intrapreneurs in large companies; it’s the beginning of entrepreneurship as a science with its own rules and methodologies. She posted her notes from the talk here.)
Yet when I talked to my venture capital friends, they said, “Well, that’s just how startups work. We’ve managed startups like this forever; there is no other way to manage them.”
So no post today on entrepreneurship, Secret History of Silicon Valley, CustomerDevelopment, Lean Startups, etc. Our friends who run the state park surrounding our ranch will join all of us for Thanksgiving dinner. Just a reflection on my family and hopes for our children.
—————- The next piece of the Secret History of Silicon Valley puzzle came together when Tom Byers , Tina Selig and Mark Leslie invited me to teach entrepreneurship in the Stanford Technology Ventures Program ( STVP ) in Stanford’s School of Engineering. My office is in the Terman Engineering Building.
Such direct experiences allows one to test critical “leap-of-faith” assumptions about what customers like and dislike. Key ideas from the book include the following: 1. Customerdevelopment (the understanding of customer needs) must be married to agile development (a process which drives waste out of product development).
Moore’s technology adoption lifecycle tells us to find a client. Build the client’s visualization with your technology, but your technology is not the product. The products you develop in the bowling alley are there to carry your technology and get it adopted. No, linearity in business is a tragic myth.
I just spent a few weeks in Japan and China on a book tour for the Japanese and Chinese versions of the Startup Owners Manual. Though they’re familiar with technology in the valley, I picked up some important cultural difference from students and startup engineers I talked to. China CustomerDevelopmentTechnology Venture Capital'
The Times Square Strategy discussion I had with Eric Ries , was still top of mind, so instead of my standard CustomerDevelopment lecture , I offered my thoughts on: the origin of CustomerDevelopment, where we are today, and where does CustomerDevelopment go, and how you can help get it there.
It is pity that I can’t get hold of your book because it’s not available in a local bookstore (in the Philippines). Reply steveblank , on March 23, 2009 at 12:11 am Said: Alvin, you can buy the book online at [link] They ship to the Philippines. i have your book, but stopped at the 4th chapter.
This post describes a solution – the CustomerDevelopment Model. In future posts I’ll describe how Eric Ries and the Lean Startup concept provide the equivalent model for product development activities inside the building and neatly integrates customer and agile development.
MBA or Domain Expert Years later when I was running marketing departments I came up with a heuristic that replicated my own hire: in a technology company it’s usually better to train a domain expert to become a marketer than to train an MBA to become a domain expert. Thanks Steve!
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