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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.” As the engineers were busy rearchitecting the original Stanford MIPS chip into a commercial product, one of my jobs was to find out what features customers wanted.
Lessons Learned by Eric Ries Saturday, November 8, 2008 What is customerdevelopment? When we build products, we use a methodology. But too often when its time to think about customers, marketing, positioning, or PR, we delegate it to "marketroids" or "suits." a roadmap for how to get to Product/Market Fit."
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. Unfortunately, positioning our product as an "IM add-on" was a complete mistake.
Last night I had the great privilege to interview Bill Gross , one of the Internet’s true pioneers. He took out an ad in the Yellow Pages (it was the early 80′s, pre Internet), which cost him $1,000 / month for a half-page ad. If it worked in the Yellow Pages, why not on the Internet? Cars Direct / Internet Brands.
I believe it is the best introduction to CustomerDevelopment you can buy. As all of you know, Steve Blank is the progenitor of CustomerDevelopment and author of The Four Steps to the Epiphany. This new volume also tackles examples from the Internet and wireless startups of today, both B2B and B2C.
Lessons Learned by Eric Ries Monday, March 16, 2009 Combining agile development with customerdevelopment Today I read an excellent blog post that I just had to share. In most agile development systems, there is a notion of the "product backlog" a prioritized list of what software is most valuable to be developed next.
Lessons Learned by Eric Ries Monday, August 3, 2009 Minimum Viable Product: a guide One of the most important lean startup techniques is called the minimum viable product. MVP, despite the name, is not about creating minimal products. We have to manage to learn something from our first product iteration.
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.
They went to work gathering deep knowledege of what makes successful Internet startups. Max and his partners interviewed and analyzed over 650 early-stage Internet startups. Today they released the first Startup Genome Report — a 67 page in-depth analysis on what makes early-stage Internet startups successful.
Lessons Learned by Eric Ries Sunday, October 5, 2008 The product managers lament Life is not easy when youre working in an old-fashioned waterfall development process, no matter what role you play. The product manager was clearly struggling to get results from the rest of the team. Lets start with what the product manager does.
We taught them the business model / customerdevelopment / agile development solution stack. This methodology forces rapid hypothesis testing and CustomerDevelopment by getting out of the building while building the product. And since the rest of the slides were about CustomerDevelopment, I taught those.
70% of Chinese Internet users are under 30. Internet penetration in Beijing is greater than 70% while it’s less than 25% in Yunnan, Jiangxi, Guizhou and other provinces. The slide below from the Zhen Fund shows the breadth of business coverage of each of the Chinese Internet incumbents. New Rules for China. business models.
I’ve watched the Valley go from Microwave Valley – to Defense Valley – to Silicon Valley to Internet Valley. And to today, when its major product is simply innovation. the wave of internet commerce applications in the first decade of the 21st century. In the 1950’s and ‘60’s U.S.
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. Welcome to the Internet bubble.) See part one for the first time it happened.
The application of agile development methodologies which dramatically reduce waste and unlock creativity in productdevelopment. See CustomerDevelopment Engineering for my first stab at articulating the theory involved) Ferocious customer-centric rapid iteration, as exemplified by the CustomerDevelopment process.
If this is your attitude, your conception of tech support is completely backwards and you're missing out on important channels for marketing, productdevelopment, and sales. Yes, I'm flagrantly paraphrasing the legendary Kathy Sierra , but the idea applies as much to tech support as to productdevelopment.).
It took me 8 startups and 21 years to get it right, (and one can argue success was due to the Internet bubble rather then any brilliance.) No internet, no blogs, no books on startups, no entrepreneurship departments in universities, etc. It’s what my textbook on CustomerDevelopment describes. I was an idiot.
Yet we hadn’t shipped a single product. Our VP of Business Development had no problems getting meetings and fund raising was easy. The Digital Dream Team Way before the Internet phenomenon, we had created “Rocket Science the brand ” that was much bigger in size and importance than Rocket Science the company.
Thats the conclusion Ive come to after watching tons of online products fail for a complete lack of customers. Our goal is to find out whether customers are interested in your product by offering to give (or even sell) it to them, and then failing to deliver on that promise. Nothing made any difference.
Present at the Creation It was early 1991 and Apple’s software development team was hard at work on QuickTime , the first multimedia framework for a computer. At the time no one (including Apple) knew exactly what consumers were going to do with multimedia, it was still pre-Internet. And they were right.
A large number of these customers had mailed back their registration cards (this was pre-Internet) with their names, phone numbers, job titles, etc. So I asked the fatal question, “Has anyone ever looked at the customer registration cards? Has anyone ever spoken to a customer?” What did they know about our products?
In my experience, the majority of changes we made to products have no effect at all on customer behavior. This kind of result is typical when you ship a redesign of some part of your product. Without split-testing, your product tends to get prettier over time. First of all, why split-test? One last note on reporting.
70% of Chinese Internet users are under 30. Internet penetration in Beijing is greater than 70% while it’s less than 25% in Yunnan, Jiangxi, Guizhou and other provinces. The slide below from the Zhen Fund shows the breadth of business coverage of each of the Chinese Internet incumbents. New Rules for China. business models.
Golden rule of branding for me: 1) name your company or product your URL and 2) don’t paint yourself into a corner. &# Tweet&# = corner. is it not obvious to people to not name your company on somebody else’s product) can diversify and innovate maybe there’s room for growth. But I made it for a reason. uh, hello!
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. The book is still in production, so I haven't seen the whole thing yet.
Lessons Learned by Eric Ries Thursday, November 13, 2008 Five Whys Taiichi Ohno was one of the inventors of the Toyota Production System. His book Toyota Production System: Beyond Large-Scale Production is a fascinating read, even though its decidedly non-practical. Each five whys email is a teaching document. and so forth.
Instead, buyers are checking out product and service information in their own way, often through the Internet, their social network, or just plain word-of-mouth or customer reviews. He was building a better enterprise software product, and to get the word out, he organized ‘City Tour’ events and neighborhood ‘street teams.’
Although Catalyst folded with the dot-com crash, Ries continued his entrepreneurial career as a Senior Software Engineer at There.com, leading efforts in agile software development and user-generated content. I got my start programming on an old IBM XT; it was thanks to MUDs that I first discovered the internet. So much for timing.
Lessons Learned by Eric Ries Saturday, September 13, 2008 SEM on five dollars a day How do you build a new product with constant customer feedback while simultaneously staying under the radar? In a mature company with a mature product, the goal is to pay for lots of people to come to your website. SEM is a simple idea.
If the CEO wants to completely change the product in order to serve a new customer segment, you need someone in the room who can digest the needs of the new (proposed) business, and lay out the costs of each possible approach. Labels: productdevelopment 15comments: mukund said. Have you worked with or for a great CTO?
We’re now in the second Internet bubble. Startups needed millions of dollars of funding just to get their first product out the door to customers. A hardware startup had to equip a factory to manufacture the product. Carpe Diem. The rules for making money are different in a bubble than in normal times.
Lessons Learned by Eric Ries Sunday, April 26, 2009 Productdevelopment leverage Leverage has once again become a dirty word in the world of finance, and rightly so. But I want to talk about a different kind of leverage, the kind that you can get in productdevelopment. We didnt think wed able to compete with that.
Shawn immediately said the name I had given the four steps was confusing – I had called it market development – he suggested that I call it CustomerDevelopment – and the name stuck. Many of them get hung up on understanding how to select the right minimal viable product. Your mission is your baby.
Each of these four currencies represents a way for a customer to “pay&# for services from a company. A great product enables customers, developers, partners, and even competitors to exchange their unique currencies in combinations that lead to financial success for the company that organizes them.
For most companies to succeed, the goal is to deliver a quality product at a reasonable profit. In fact, there is likely a long line of suppliers that provide materials, processes, and services before a product is delivered. Suppliers also have machinery and technology issues to contend with as they create customizedproducts.
A Phone Call After I left MIPS Computers I was in New York tagging along with a friend (a computer architect whose products at Apple a decade later would change the shape of personal computing) who was consulting for a voice recognition startup. It would be the company where I actually earned the title.
I owe it originally to lean manufacturing books like Lean Thinking and Toyota Production System. The batch size is the unit at which work-products move between stages in a development process. Similar results apply in product management, design, testing, and even operations. For software, the easiest batch to see is code.
We see this all the time at Forward Partners where we invest right from the idea stage and most of the companies get a first version of their product live for less than £30k (that generally includes founder salaries and time spent doing customer research). Entrepreneurs can now achieve an awful lot with very little money.
I am convinced one of Joel Spolskys lasting contributions to the field of managing software teams will turn out to be the Joel Test , a checklist of 12 essential practices that you could use to rate the effectiveness of a software productdevelopment team. He wrote it in 2000, and as far as I know has never updated it.
Startups especially can benefit by using technical debt to experiment, invest in process, and increase their productdevelopment leverage. The biggest source of waste in new productdevelopment is building something that nobody wants. Unfortunately, customers hated that initial product.
As a consumer internet company with millions of customers, it may seem to have little relevancy for an enterprise software company with only a handful of potential customers, or a computer security company whose customers demand a rigorous audit before accepting a new release.
It is becoming easier and cheaper for companies to bring products to market, leveraging free and open source software , cloud computing, open social data (Facebook, OpenSocial ), and open distribution (AdWords, SEO). Customerdevelopment. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup?
The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup? ► August (2) SXSW Case Study: SlideShare goes freemium ► July (4) Case Study: kaChing, Anatomy of a Pivot Some IPO speculation Founder personalities and the “first-class man&# th. Take a look and let me know what you think.
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