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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.
The CustomerDevelopment process is the way startups quickly iterate and test each element of their business model , reducing customer and market risk. The first step of CustomerDevelopment is called Customer Discovery. outside the building and test them in front of customers. VP of Sales – “Sure.”
While he correctly understood how to frame his hypotheses with a business model canvas, and he was doing a good job in customerdevelopment – the third component of Lean is using Agile Development to rapidly and iteratively build incrementally better versions of the product – in the form of minimal viable products (MVP’s).
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. And most startup code and features end up on the floor as customers never really wanted them.
Do you really want to spent $100k building a product to discover through CustomerDevelopment that the market is too small? Let’s start with how much value you think you’ll create for your customer if they use your product in terms of hours saved, costs avoided, extra sales, better conversion rates or whatever.
Early customerdevelopment talks are going great which keeps the team really excited. Three months in, the burn is now at $70k/month. At month six, one of the early hires leaves, a developer who turns out wasn’t a good fit. There is $350k left in the bank. Seven months in, there is a beta product.
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.
You can almost set your watch to six months or so after first customer ship, when Sales starts missing its “numbers,” the board gets concerned and Marketing tries to “make up a better story.” Having failed to deliver the promised revenue, the VP of Sales in a startup who does not make the “numbers” becomes an ex-VP of Sales.
If you are following CustomerDevelopment , the answer is easy. Board meetings are about measuring progress measured against the hypotheses in Customer Discovery and Validation. Dave McClure’s AARRR Model is one illustration of the web sales pipeline. Customer Acquisition. Financials. Contribution Margin.
It wasn’t so many years ago that starting a new e-commerce business on the Internet was a complex customdevelopment project, usually costing a million dollars or more. These steps alone can reduce your monthly burnrate by at least $10K. Social media facilitates marketing and sales.
In my last post I described what happened when a company prematurely scales sales and marketing before adequately testing its hypotheses in Customer Discovery. The VC’s were very concerned that the revenue the financial plan called for wasn’t being delivered by the sales team. They don’t. All this takes time.” What went wrong?
In particular, a marketing launch can help you do three things (courtesy, as is most of my marketing advice, of The Four Steps to the Epiphany ): Drive customers into your sales pipeline. Do some CustomerDevelopment instead. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup?
It wasn’t so many years ago that starting a new e-commerce business on the Internet was a complex customdevelopment project, usually costing a million dollars or more. These steps alone can reduce your monthly burnrate by at least $10K. Social media facilitates marketing and sales.
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.
This happened to us at SuperMac when our sales skyrocketed. Paul Henderson , on May 15, 2009 at 10:37 pm Said: A boot-strapping startup I once worked with was actually doing some real customerdevelopment and making real money from real customers for their early, ugly product. That’s when things went south.
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