This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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.
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. In it, I got asked a question I often hear: “What if we have a web-based business that doesn’t have revenue or paying customers?
In the next few posts that follow, I’ll describe more specifically how this model distorts startup sales, marketing and business development. Was the sales revenue model based on actually testing the hypotheses outside the building? —– Part 2 of the CustomerDevelopment Manifesto to follow.
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.
Two methods, Design Thinking and CustomerDevelopment (the core of the Lean Startup) provide the tactical day-to-day process of how to turn ideas into products. . While they both emphasize getting out of the building and taking to customers, they’re not the same.
I asked Tsutsumi-san to write a guest post for my blog to describe his experience with CustomerDevelopment in Japan. After waiting for a week or so for the book to make it to Japan, I was very much shocked how impressed I was by the CustomerDevelopment Model detailed in the book. ————-.
These four developments, while important to SiliconValley, are vital to developing regional tech clusters. While the density of SiliconValley startups can’t be replicated in regions, the barriers of money and resources have disappeared. Why Valley Rules Don’t Work in Regional Economies.
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. Lets see why.
As part of our Lean LaunchPad classes at Stanford, Berkeley, Columbia and for the National Science Foundation, students build a startup in 8 weeks using Business Model Design + CustomerDevelopment. Heck, in SiliconValley even the waiters can do it.). Here’s what we found (Customer Discovery during the week).
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.
We realized that past K-12 Entrepreneurial classes taught students “the lemonade stand” version of how to start a company: 1) come up with an idea, 2) execute the idea, 3) do the accounting (revenue, costs, etc.). These two startups served as the students’ introduction to customerdevelopment methodology.
Lessons Learned by Eric Ries Saturday, November 8, 2008 What is customerdevelopment? But too often when its time to think about customers, marketing, positioning, or PR, we delegate it to "marketroids" or "suits." Many of us are not accustomed to thinking about markets or customers in a disciplined way.
Five Quarters of Profitability During the 1980’s and through the mid 1990’s startups going public had to do something that most companies today never heard of – they had to show a track record of increasing revenue and consistent profitability. They taught you about customers, markets and profits.
And it was going to mention the two words that SuperMac marketing needed to live and breathe: revenue and profit. If marketing can’t deliver the 40,000 leads what else can we do for sales to still achieve our revenue and profitability?”) They understood the mission intent was our corporate revenue and profit goals.
When a startup finds a repeatable sales process and steadily increasing revenue, its investors wants to harvest the rewards and build a culture of “execution.” 4) You don’t see any revenue gain past three years. 5) The customer’s needs don’t match your long term direction. Order Here. Now In Print!
Tech IPO prices exploded and subsequent trading prices rose to dizzying heights as the stock prices became disconnected from the traditional metrics of revenue and profits. First Movers” didn’t understand customer problems or the product features that solved those problems (what we now call product-market fit).
Page views drive his ad revenue, which is probably CPM based. Customers walk, patients sue, and people vote. Steve Blanks 30 years of SiliconValley startup advice. Is this behavior an outlier or is it the norm in the PR industry? Or is it just someones end of innocence ? Mike Arrington is a capitalist. Order Here.
Entrepreneur-in-Residence After SuperMac I had been approached by one of our venture investors to be an entrepreneur in residence (EIR), a SiliconValley phrase which says one thing but means another. Peter described the first company in which “Hollywood meets SiliconValley” and we were enthralled.
I have been working on getting a startup to revenue for a while, and while this is my 4th iteration and I have not yet succeeded, I’ve been learning new things every time. Steve Blanks 30 years of SiliconValley startup advice. We’ve managed startups like this forever; there is no other way to manage them.” Order Here.
a new type of graphics architecture, or a new communications chip architecture) mean you may not know if the chip performs as well as you thought until you get first silicon. These two numbers have direct impact on revenue and financial health. Steve Blanks 30 years of SiliconValley startup advice. Order Here.
All teams raised their hands and screamed: we hundreds of angels and dozens of VCs, all of them say they will only fund deals with prototypes, beta customers, first revenue and executive teams all in place, and they say it will be 2 years from now because their coffers are out of cash and LPs in default. Yeah, I said. Order Here.
This week, the startup tribe from Harvard Business School is making their annual trek to SiliconValley. It’s a common refrain around SiliconValley to disparage the role of MBA’s in entrepreneurship. And for my friends in SiliconValley, I hope you get excited about this, too. I’ll be honest.
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. Order Here.
This form of planning condensed the business model onto one page and is most useful for high-growth, technically focused startups (think SiliconValley). Also, the “customer relationships” section didn’t seem to fit for many traditional businesses. Do startups have a manual? What do you need to do to get your doors open?
Luckily (or maybe because we were in SiliconValley where there was a domain expert for everything) there was a very smart consultant in the retail computer space, Seymour Merrin, who preached about the importance of packaging. Hopefully you and your co-founders are experts in one or two parts (agile development, SEO/SEM, etc.)
The term “Growth Hacking”, invented by Sean Ellis , and made popular by Andrew Chen , a Siliconvalley marketer and entrepreneur, is a combination of two disciplines – marketing and coding: Growth hackers are a hybrid of marketer and coder, one who looks at the traditional question of “How do I get customers for my product?”
The Ultimate Combination of Startup Business Development Methods - ArcticStartup , November 16, 2010 I've been a huge fan of Steven Blank's CustomerDevelopment methodology for a long time. The Proof Is In The Revenue. Build Your Own SiliconValley? Your First Iteration of an Idea Will Be Wrong.
This post describes how the traditional product development model distorts startup sales, marketing and business development. This post describes how the traditional product development model distorts startup sales, marketing and business development. Freemium models have their own scorekeeping.)
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. After twelve months Handspring’s revenue was $170 million. They never understood Market Type. End result?
Being in Ohio, which lacks the startup ecosystem of an entrepreneurial cluster like SiliconValley, made it difficult for Will to get funding for his first startup, Huddlewoo : The type of business that we were building needed an investment of capital ahead of revenue. Filed under: CustomerDevelopment , SiriusXM Radio Show.
. - Customer content and engagement built rapid growth in the success of Intel ’s social media and Web-based marketing efforts, increasing “customer contacts” by a factor of tenfold and overall page views by 100x. Two studies have shown that only about 10 percent of promoters actually refer profitable new customers.
As Eric puts it in the webcast, “I’ve met now the CEOs of some of the biggest companies in the world, and I still spend time with the CEOs of high-growth SiliconValley companies from the garage on up, and what all those people have in common is that they are seeking out sources of sustainable growth….
The students “get out of the building” and test their hypotheses in front of potential beneficiaries using the CustomerDevelopment methodology, all while building and updating their Minimal Viable Products. For the deputy secretary, such a dialogue in SiliconValley is not a matter of charity, but necessity.
The students “get out of the building” and test their hypotheses in front of potential beneficiaries using the CustomerDevelopment methodology, all while building and updating their Minimal Viable Products. For the deputy secretary, such a dialogue in SiliconValley is not a matter of charity, but necessity.
Here’s what happened: We got the product out; we got paying customers. Our revenue model was wrong. Entrepreneurship stretches from Main Street to SiliconValley, from startups to big companies. Filed under: CustomerDevelopment , SiriusXM Radio Show. We thought we figured it out.
But if you want to build a scalable startup you need to be asking how you can you get enough customers/users/payers to build a business that can grow revenues past several $100M/year. What’s been missing from regions outside of SiliconValley is a “playbook.” Business Model versus Business Plan CustomerDevelopment'
At Stanford, Ann Miura-Ko and I have been working on a simplified SiliconValley version of this model. Your job as a founder is to quickly validate whether the model is correct by seeing if customers behave as your model predicts. Most of the time the darn customers don’t behave as you predicted. More in future posts.
The signals are loud and clear : seed and late stage valuations are getting frothy and wacky, and hiring talent in SiliconValley is the toughest it has been since the dot.com bubble. They taught you about customers, markets and profits. The old rules of sustainable revenue and consistent profitability went out the window.
Over time the idea that winners in new markets are the ones who have been the first (not just early) entrants into their categories became unchallenged conventional wisdom in SiliconValley. Google is a $25 billion dollar company with most of its revenue from AdWords. Implicit Customer Discovery and Validation in Fast Followers.
The company had innovated, found a business model, grown successfully but now even as revenues continued to grow, the company was slowly but surely dying. As the revenues grew, engineering continued to pursue sustaining innovations - incremental improvements on its core technologies. More on this in another post.). Distracted.
Growth - when you have existing customers, the pressure is on to grow your key metrics day-in day-out. If youre making revenue, you should be finding ways to grow it predictably month-over-month; if youre focused on customer engagement, your product should be getting more sticky, and so on. What is customerdevelopment?
I think you can blame Customer and Agile Development for a small part of it. When I first came to SiliconValley the world of Venture Capital looked pretty simple. VC’s invested in things that ran on electrons: hardware, software and silicon. Quickly iterate the product in front of customers. Here’s why.
Those who don’t make it into the class are offered a variety of on- and off-line tools, including government-funded translations of Steve’s nine-part Udacity.com CustomerDevelopment lectures , excerpts from the Startup Owner’s Manual in Spanish, and they’ve translated a long list of Code Academy courses and other tools as well.
This series of posts is a brief explanation of how we’ve evolved from Product Development to CustomerDevelopment to the Lean Startup. Yet we used the product development model not only to manage product development, but as a road map for finding customers and to time our marketing launch and sales revenue plan.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content