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I’ve been spending some time with large companies that are interested in using Lean methods. Two methods, Design Thinking and CustomerDevelopment (the core of the Lean Startup) provide the tactical day-to-day process of how to turn ideas into products. . .
It’s the antithesis of the Lean Startup. First Movers” didn’t understand customer problems or the product features that solved those problems (what we now call product-market fit). Startups with huge burnrates – building leases, staff, PR and advertising – ran out of money. The Rise of the Lean Startup.
CustomerDevelopment is a technique startups use to quickly iterate and test each part of their business model. How you execute CustomerDevelopment varies, depending on your type of business. Ash Maurya , the CEO of WiredReach, has extended my work by building a model of CustomerDevelopment for Web Startups.
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. Over its lifetime a Lean Startup may spend less money than a traditional startup.
This post describes how following the traditional product development can lead to a “startup death spiral.&# In the next posts that follow, I’ll describe how this model’s failures led to the CustomerDevelopment Model – offering a new way to approach startup sales and marketing activities.
As the miles sped by I explained to Dave that he had understood only two of the three parts of what makes a Lean Startup successful. The emphasis on the rapid development and iteration of MVP’s is to speed up how fast you can learn ; from customers, partners, network scale, adoption, etc. CustomerDevelopment Technology'
In fact, they were screaming at them to dramatically reduce their burnrates. ” Steve Blank, “Is the lean startup dead?” ” The Lean Startup movement started out of necessity. what you think they might need) by talking to customers and testing every aspect of the product features, pricing, etc.
The last couple of years has also seen the huge initial success of Ycombinator, the Lean Startup and many other product driven approaches to going to market. Do you really want to spent $100k building a product to discover through CustomerDevelopment that the market is too small? Better to model that now.
Berkeley Haas Business School was courageous enough to give me a forum teach the CustomerDevelopment Methodology. But in fact, most startups need to keep their burnrate low more [.] The Man Who Shot Liberty Valance I always had been curious about how Silicon Valley, a place I had lived and worked in, came to be.
One of them used to be a lead developer at [insert hot consumer tech company here]. They need to raise money before building anything substantial after determining that they needed a little dough to follow the Lean Startup methodology. Early customerdevelopment talks are going great which keeps the team really excited.
As a first time founder, having a few million dollars in the bank after a successful seed raise may seem like a huge amount of capital, and it’s easy to lose discipline around your burnrate.
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.
Do some CustomerDevelopment instead. The product didnt convert well enough, the mainstream customers we were driving werent ready for the concept, and the event fed expectations about how successful the product was going to be that turned out to be hyper-inflated. The Lean Startup Intensive is tomorrow at Web 2.0.
Stay hungry, stay lean. I don’t want to be hungry and lean (nor do I want to be full and fat). It was an odd feeling at that time, we thought we have made it and fail to stay lean and hungry. Is it a given that the “lean, hungry&# culture can actually be maintained forever? Don’t let it happen to you.
In lean times, it’s most important to focus on cutting costs in ways that speed you up, not slow you down. To increase the number of iterations you have left, you can either increase cash on hand (by raising money or increasing revenues), reduce burnrate, or increase the speed of each iteration. Work in small batches.
Similarly, I think that working nights & weekends is an awesome way to start doing customerdevelopment and answering the big questions about your business. That’s because, historically, the default mistake was to do the opposite & over-commit too soon.
Worse was the large staff in departments appropriate to a mainstream-scale product, especially in customer service and QA. The passionate early adopters who flocked to the product at its launch could not sustain this outsized burnrate. We can capitalize on new customers. The Lean Startup Intensive is tomorrow at Web 2.0.
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