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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.” Little Indians and Big Indians At MIPS Computers , my second semiconductor company, I was the VP of Marketing and defacto head of Sales. Isn’t that what I was supposed to do?
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.
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.
Other advisors provided marketing with industry-specific advice in our initial vertical markets (computational fluid dynamics, computational chemistry, finite element analysis, and petroleum engineering). In short order they learned how to transition from being customers on the receiving end of a sales pitch to giving one.
Five Easy Pieces – The Marketing Mission After a few months of talking to customers , talking to our channel and working with sales we defined the marketing Mission (our job) was to: Help Sales deliver $25 million in sales with a 45% gross margin. Two paragraphs, Five bullets. It didn’t take more.
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. See part one for the first time it happened. This time it was serious. Good stuff too.
Twenty eight years ago I was the bright, young, eager product marketing manager called out to the field to support sales by explaining the technical details of Convergent Technologies products to potential customers. They looked at their watches, gave our sales guy a quizzical look and left.
I wanted to understand how customers bought our products. I knew we were selling through a multi-level indirect sales channel. That’s a mouthful to say that our sales people didn’t sell our products directly to a customer. Market messages to indirect sales channels are just like that.
Since the training department was part of sales no one really paid attention to the four of us. It was a Friday (about ¾’s through my work week) and I was in a sales department meeting. The VP of Sales gave me a funny look and just moved on with the agenda. VP of Sales? Repeat every day, six or seven days a week.
billion for a company with less than $50 million in sales. The IPO Bubble – August 1995 – March 2000 In August 1995 Netscape went public, and the world of start ups turned upside down. On its first day of trading, Netscape stock closed at $58/share, valuing the company at $2.7
I had last been in Chapel Hill on a winter’s day in 1986, traveling with the VP of Sales of our new supercomputer startup, Ardent. My ex-boss was going to be the VP of Engineering and I would report to the CEO whose marketing acumen and sales instincts seemed at the time to be telepathic and sense of theater was legend.
We had seen the reactions of people playing with the prototypes in our lab and when we demo’d it to our sales force. All we had to do was tell customers they could get video into their computer – and not promise anything else. Our answer was, “People will love this thing, as long as we don’t oversell the product.”
The same issues arose time and again: big company management styles versus entrepreneurs wanting to shoot from the hip, founders versus professional managers, engineering versus marketing, marketing versus sales, missed schedule issues, sales missing the plan, running out of money, raising new money.
I vividly remember the sales guy saying, “It’s only some kid in field service. Some sales guy who was too busy to take the meeting was probably retired in Maui on the commissions. Your Customers are Not Who You Think For years I thought this “million unit chip sale by accident&# was a “one-off&# funny story.
We knew from back-of-the-envelope calculations that I would need 3 times the combined marketing and sales budgets of the incumbents for a head-on assault. (I The 3:1 Lanchester Laws said I would need $60M in marketing and sales spending to win. If we tried to match them on their playing field we’d never catch up.
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.
Our small training department had been without a manager for months and finding a replacement didn’t seem to be high on the VP of Sales list. I walked into the VP of Sales’ office and with my knees trembling, I politely asked for the job. I’ve built my company using the CustomerDevelopment Model from Day One.
Out of the Ashes A few of the key tenets of CustomerDevelopment , came from the ashes. The Customer Discovery lessons of “get outside the building and test your hypothesis with customers,&# and “the founders need to hear the results,&# came from this debacle. We all know how that ends up.
The CustomerDevelopment talk can be seen here. That said I will be giving a CustomerDevelopment talk at TIECON , Saturday May 16th, 1:30 thanks for asking. steve CustomerDevelopment is Hard. Thanks to Dave McClure and Leonard Speiser for the opportunity to speak. It starts at ~40:30 in the video.
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.
I put together a one-page website, a list of 100 people to reach out to, and a cold email script that would make seasoned sales professionals cringe. I know this language sounds formal and stuffy, but high-ticket service sales cycles are long. Choose to expand vertically or horizontally. Most B2B buyers know this.
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.
The downward spiral continues because the sales organization loses a lot of deals when they try to compete with a weak product. And then you start complaining about working at a sales-driven company. This is not a new technique, but you may recognize it as the foundation of Customer Discovery and CustomerDevelopment.
When I reviewed a recent product development book, it immediately shot up to Amazon sales rank 300. The Entrepreneur’s Guide to CustomerDevelopment ► June (3) What is a startup? Is that a lot? I have given more than two-dozen paid speeches this year – is that a lot? Is that good?
Do you know of any similar studies showing correlation between sales success and founder success? The three dropouts above were each, in their own way, some pretty slick sales guys. From the king of customerdevelopment, Steve Blank: [.] You just get successful. Sometimes they just drop out and do their own thing.
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. We only have 20 customers, and Large Company x has millions.” This is easy to test.
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 took a deep breath and asked, “Ok, if you were, what percentage of your sales do you think these markets would be in 5 years?” “I guess less than 5%,” was the answer. CustomerDevelopment.) How big are your Mexican and Spanish markets,” I asked? Well, we’re not in those markets today… but we might be some day.”
I previously posted a detailed presentation with sales technology tools useful for B2B sales. is an AI bot which helps companies refine their sales pitch to VCs. Numerous VC funds rely on more general CRM and sales funnel solutions like Pipedrive and Streak. The VC Software Stack — the Untouched Vertical.
After 20 years of working in startups, I decided to take a step back and look at the product development model I had been following and see why it usually failed to provide useful guidance in activities outside the building – sales, marketing and business development. So what’s wrong the product development model?
If it was a very big mistake, I blamed the VP of Sales. “This marketing campaign didn’t work? It was a brilliant strategy but Sales screwed it up.&# (My own lame defense here for this behavior is that sales and marketing are always cats and dogs in startups. Ownership and Teamwork not turf.
Reply CustomerDevelopment and Start-up Models « Market By Numbers - Brant Cooper , on March 26, 2009 at 3:06 am Said: [.] But I wrote a post about an iterative, process-oriented approach to high-tech sales and marketing on 2.9.9. Posts are going to be a mix of topics: entrepreneurship, secret history and conservation.
It’s the decisions that you make that might cost you an order, a sale or a higher stock price. Just remember ethics and values are about what you practice when the going gets tough. Do the right thing. It pays off in the end.
Some engineers were insulted that we were going to slow down their board and sales was convinced that within days of the board hitting the street we would have a black market in chips to speed up the $699 boards and turn them into $3,999 ones. This requires deep customer and competitive knowledge. No one believed it would work.
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.
They will need to do tons of customerdevelopment. The sales and marketing channels will be complete guesses - trying lots of different things to see what works. Founders should have a clearer idea about which customerverticals work the best and focus exclusively on those. The product will be changing every week.
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.
His marketing and sales instincts and skills seemed magical and he built the company into a $400 million OEM supplier, ultimately selling the company to Unisys. Filed under: CustomerDevelopment , Family/Career , Technology | Tagged: Steve Blank , Entrepreneurs , Tips for Startups « Am I a Founder?
is a tool that helps you edge into customerdevelopment. It’s a free tool put together by Sean Ellis and Hiten Shah as a way for product owners to easily survey their customers using pre-written questions. But Analytics tells me that that only 37% of our sales come from search engine traffic. Photo by Eleaf.
SuperMac sold our graphic boards for the Macintosh through multiple distribution channels: direct sales to major accounts, national chains, independent rep firms, etc. But the computer retail channel was a large part of our sales. He had teamed up with a former product manager at P&G to deliver seminars on just this subject.
Filed under: CustomerDevelopment , ESL , Technology | Tagged: Steve Blank , Entrepreneurs , ESL « Convergent Technologies: War Story 1 – Selling with Sports Scores A Wilderness of Mirrors » 17 Responses Michael F. It’s been a very, very difficult journey.
This happened to us at SuperMac when our sales skyrocketed. 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. That’s when things went south.
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