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Customerdevelopment would be reduced to a single person exercise that could be repeated in parallel dozens of times over, ultimately yielding 30+ companies a year. Second, the company must eventually own the productdevelopment and maintenance functions in-house. Our model at Casual Corp.
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. There were a lot of questions about outsourcing/offshoring and startups. Talk about waste.
Compressing the ProductDevelopment Cycle. In the past, the time to build a first product release was measured in months or even years as startups executed the founder’s vision of what customers wanted. Today open source software has slashed the cost of software development from millions of dollars to thousands.
Everything Seth said is absolutely spot on, except I’d encourage founders to make sure they do some customerdevelopment (even in the consumer space) in parallel to cranking out the first product. Will be looking forward to seeing the next piece that you do. Andrew Holt I love these kinds of articles.
The second thing that’s changed is that we’re now Compressing the ProductDevelopment Cycle. In the 20 th century startups I was part of, the time to build a first product release was measured in years as we turned out the founder’s vision of what customers wanted. China has simply become the factory.
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