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CustomerDevelopment is all about gathering a list of what features customers want by talking to them, surveying them, or running “focus groups.” I ran back to the company and said customers had told us, “We have to do both little and big endian.” And it’s certainly not CustomerDevelopment.
Customer/Market Risk Versus Invention Risk One day I was having lunch with a VC sharing what I learned from my students. Customer/Market Risk Versus Invention Risk One day I was having lunch with a VC sharing what I learned from my students. Steve,&# he said, “you’re missing the most interesting part of vertical markets.
Different market opportunities present radically different startup risks and costs. Verticals Are Different I began to realize that entrepreneurs (and their professors) act like every vertical market and industry has the same set of rules. Just for discussion, the markets I chose were: Web 2.0,
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.
CustomerDevelopment ) to help you quickly recognize and reverse any incorrect decisions. CustomerDevelopment) to help you quickly recognize and reverse any incorrect decisions.&# Reply Lots of low cost experiments « Open Ambition , on April 22, 2009 at 8:58 am Said: [.] That’s why startups are agile.
Waiting for images to move around the screen were not only driving them crazy, but costing them money. Performance over price : In fact, for over half of these customers performance was even more important than price! (If And by more than anything, I mean that the word performance came up time and again from these professionals.
It will cost you your job.” By accountable I meant, “we agreed on a delivery date, and between now and the delivery date it’s OK if you ask for help because you’re stuck, or something happened outside of your control. But do not walk into my office the day something was due and give me an excuse. That kind of accountable.
In less than a month they designed a low-cost video-capture board that plugged into the Mac and allowed you to connect a video camera and VCR. A month or two before the QuickTime public announcement in May, the SuperMac hardware engineers (who had a great relationship with the QuickTime team at Apple) started a “ skunk works ” project.
Computer hardware companies were faced with their customers asking for low-cost (relatively) desktop computers they had no experience in building. The answer depends on your answer to two questions: which step in the CustomerDevelopment process are you on? what Market Type is your startup?
Was the company attempting to be a low cost provider by introducing cheaper products to an existing market? While we sometimes cut the price of graphics boards, it was only because we offered our customers no compelling reasons to buy one that was priced equivalently to the market share leaders. No, not really.
Unfortunately most startups learn this by going through the “Fire the first Sales VP&# drill: You start your company with a list of potential customers reading like a “who’s who&# of whatever vertical market you’re in (or the Fortune 1000 list.) Your board nods sagely at your target customer list.
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.
If you are a practitioner of CustomerDevelopment, ESL was doing it before most us were born. Gorbachev, now the Soviet Premier, had to grapple with the spiraling cost of military systems that weren’t amortized by consumer purchases. If you’re an entrepreneur, ESL is the most important company you’ve never heard of.
In all the Germans had over 7,500 radars dedicated to tracking and killing the allied bombers. Each allied bombing mission lost 2-20% of their planes. Bomber crews had to fly 25 missions to go home. The German objective was to make strategic bombing too costly for the Allies to continue.
Similarly, customer introductions are invaluable in the early days, but become less valuable once a company has a fully-formed go to market function.”. Then, pluck the low-hanging fruit: easy, low-cost, and highly scalable infrastructure. Organize events in your vertical. CustomerDevelopment. AskAnything.VC
For example, Friendster was famously vertically partitioned at one time in its growth curve. This has two major drawbacks: the central directory can become a single point of failure, and there is a performance cost for having to consult the directory ever time you want to access data anywhere in the cluster. Key-based partitioning.
Reducing Risk – Simulation versus CustomerDevelopment If you remember the first part of this discussion, startups face two types of risk; invention risk and/or customer/market risk. The CustomerDevelopment Process I teach and write about is designed to do just that. However, for the Web 2.0
In the last three posts, we drew the relationship of market risk and invention risk with vertical markets and pointed out verticals where customerdevelopment would be useful. In contrast to simply executing your business plan, the CustomerDevelopment process is built on low-cost and continuous learning and iterating.
Lean Methodology consists of three tools designed for entrepreneurs building new ventures: The Business Model Canvas – to write down all the hypotheses about a new business; CustomerDevelopment – a process for testing those hypotheses outside the building; Agile Engineering – to rapidly build minimal viable products to test product/market fit.
As the costs of production fall, it’s getting easier and easier to send in a proposal or even a complete work. user-generated content) can increase liquidity and decrease distribution costs (notably talent search and evaluation), there are certain individuals whose opinions will count for more than the simple votes of the masses.
This is not a new technique, but you may recognize it as the foundation of Customer Discovery and CustomerDevelopment. I''m talking about the power of a happy, reference customer. First, let''s be clear what it means to be a reference customer. Make no mistake about it: everything depends on strong products.
I was in New York last week with my class at Columbia University and several events made me realize that the CustomerDevelopment model needs to better describe its fit with web-based businesses. And without revenue how do we know if we achieved product/market fit to exit Customer Validation?” It’s an impressive portfolio.
Resegmentation means these startups are trying to lure some of the current or potential customers away from incumbents by either offering a lower cost product, or by offering features that appealed to a specific niche or subset of the existing users. Me – “Have you used Company x’s product? We’re about to ship next week.”
And you’d like me to do my talk on CustomerDevelopment and startups?” “No, we’re the other CIA.” On first glance it appears as if they are spending to much energy in the vertical portion of the jump, relative to the horizontal portion. Do you mean the Culinary Institute of America?
In the next few posts that follow, I’ll describe more specifically how this model distorts startup sales, marketing and business development. Because it isn’t until after first customer ship that a startup discovers that their initial hypotheses were simply wrong (i.e.
My ideas about CustomerDevelopment started evolving around these concepts. However, I think if I had understood the basics of CustomerDevelopment I might have done 5-6 startups rather than 8 to get to retirement. When I moderated my behavior it was when they were my startups.) I looked at my kids and never went back.
As a private company you can decide that winning at all costs is your culture. You can decide that coming in first at all costs is your culture. Think through if you want to win at any cost. (I It’s the decisions that you make that might cost you an order, a sale or a higher stock price. And we decided not to.
Sources like Crunchbase , Angel List , and Seed Invest even give this data away for free or very low cost. The VC Software Stack — the Untouched Vertical. Advances in machine learning, specifically natural language processing, have made generating these baseline, aggregate datasets possible, at scale, with high accuracy.
I was asked to explain why a marketing program that cost $150,000 bucks literally generated nothing in revenue for the company. Reply CustomerDevelopment Gut Checks « Market By Numbers - Brant Cooper , on April 28, 2009 at 11:38 am Said: [.] They hit each other with baseball bats until one of them dropped.)
Our calculations had us losing money on the two lowest cost boards, breaking even on the third and making great margins on the other six. As customers saw them, they were a new family of products aimed directly at the color desktop publishing market with astonishing performance and a low-cost entry price.
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.
Berkeley Haas Business School was courageous enough to give me a forum teach the CustomerDevelopment Methodology. An interesting phenomena of the 1920s that illustrates the fragility and cost of vacuum tubes is the “Reflex Receiver&# design methodology.
Filed under: CustomerDevelopment , Family/Career , Technology | Tagged: Steve Blank , Entrepreneurs , Tips for Startups « Am I a Founder? Not enough people understand the emotional cost of being a start-up founder. The Adventure of a Lifetime. Girlfriends, wives, and moms will think you are a madman.
The presentation didn’t have a single word about Lean Startups or CustomerDevelopment. Reply Dan Hodgins , on November 13, 2009 at 1:12 am Said: Hi Steve, Just listened to your “Retooling Early Stage Development&# for about the 10th time tonight as I was cleaning my room. Your results may vary.
He welcomed us by screaming, “Do you know how much it costs every minute this line is down.&# One day, I was at the Ford Wixom auto assembly plant training my replacement and I was at met at the door by an irate plant manager. the manager followed us still yelling. Let me know what you think. Comments and brickbats welcomed.
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. Are his costs in control? Stay hungry, stay lean. Lessons Learned N ew buildings are a distraction.
Thanks for sharing the lessons you’ve learned, especially the ones where the cost is measured in years. If you are entrepreneur with a solid business that actually makes money you would know that VC has the highest cost of capital imaginable and would find better options.
Or, if it really was prevented, what was the opportunity cost of choosing to prevent it ahead of time? And in most situations, there is significant cost involved in negotiating over the right estimates to plug in. One way to evaluate this fear is to spend time on analysis: how many customers will be affected?
CostsCost per target – targets can be free (organic traffic, internal lists) or paid (from advertising, purchased lists). Cost per prospect – given only a certain percentage of targets become prospects, what is the true cost you are paying for a prospect. If you enjoyed that, you should subscribe!
Because then you’d miss out on: Whether it’s better experience to build a complete, tiny startup or to do more in-depth customerdevelopment for a meatier problem. So that means stuff like thinking about what a business model might be, it does mean customerdevelopment. So I have a question for you, Jason.
These poor miserable people who insist in making money at the cost of others, deserve our compassion, not emulation The real success I believe is leading a happy life and to hopefully provide for your worldly needs and those of your dependents. Being miserable in a big house is never better than being happy in a small one!
In future posts I’ll describe how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agile development. Is there some defining factor that easily distinguishes the difference? Sounds like handspring.
Stanford had a CustomerDevelopment loop going on inside their own lab. The discoveries in tube and circuit research suggested new electronic intelligence and countermeasure techniques and systems; in turn the needs of the Applied Lab pushed tube and circuit development.
Creating a vertically oriented regional ecosystem is a pretty amazing accomplishment for any country or industry. Trip 1 to China to understand manufacturing landscape, potential partners and rough cost of goods. to understand distribution channel landscape, potential partners and rough cost of customer acquisition.
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