Customer Development Leadership Lean 
Steve Blank
NOVEMBER 5, 2009
Chasing funding versus chasing customers and a repeatable and scalable business model, is one reason startups fail. Product Development – Getting Funded as The Goal In a traditional product development model, entrepreneurs come up with an idea or concept, write a business plan and try to get funding to bring that idea to fruition.
Steve Blank
NOVEMBER 30, 2009
Customer Development 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 Customer Development.
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Steve Blank
NOVEMBER 16, 2009
I was in New York last week with my class at Columbia University and several events made me realize that the Customer Development 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.
Steve Blank
SEPTEMBER 7, 2009
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 Customer Development Model – offering a new way to approach startup sales and marketing activities.
Steve Blank
NOVEMBER 2, 2009
For those of you who have been following the discussion, a Lean Startup is Eric Ries ’s description of the intersection of Customer Development , Agile Development and if available, open platforms and open source. Over its lifetime a Lean Startup may spend less money than a traditional startup.
Steve Blank
JULY 7, 2009
luck… and as one of Steve Blank’s posts today mentioned, you can’t test hypotheses from within your building.
Steve Blank
SEPTEMBER 1, 2021
The idea of exploitation versus exploration was central in my own work in building the lean methodology for start-ups. The key was the realization that start-ups are not simply smaller versions of large companies, which execute/ exploit known business models, and whose customers, problems, and necessary product features are all “knowns.”
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