An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
This document outlines 10 steps to achieving product/market fit according to Ash Maurya:
1. Validate your problem and solution by building an MVP and getting early customer feedback.
2. Formulate an implementation strategy and focus on early adopters to define your business model.
3. Continuously measure key metrics like acquisition, activation, retention, revenue and referrals through a feedback loop with customers.
4. Identify your engine of growth whether it's paid, sticky, or viral and ignore other metrics to focus on scaling one thing at a time. The process focuses on learning through experiments rather than long-term planning.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
The 1 Week Minimum Viable Product (MVP)Alexis Roqué
The document discusses different types of minimum viable products (MVPs) that can be used to validate ideas with users without extensive coding, design, or financial risk. It provides examples of low-fidelity MVPs like interviews, paper sketches, mockups, landing pages, and concierge MVPs. It also discusses higher-fidelity options like video and crash test MVPs, noting you can get user feedback without fully building the product. The overall process of creating a vision, running experiments, creating MVPs, and incorporating feedback is summarized.
Lean Software Startup: Customer Development (lecture)Joni Salminen
Lecture at the University of Turku
Topic: Customer development - an introduction
20th January, 2016
Customer development is a form of market research for startups.
What is Product/Market Fit? Why is it the Holy Grail of entrepreneurship?
Let me help you answer and understand the fundamental question for every early stage entrepreneur: Are you building a product/service people really want? Watch the video and learn everything about Product/Market Fit.
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog/
There are seven key stages in a startup’s evolution from $0m to $50m in revenue. Understanding where you are in that evolution, and how to act at each stage is critical for success, as what is appropriate at one stage is not appropriate at another stage. David will lay out the roadmap, and detail the keys to success at each stage. The talk is aimed at technical/product founders plus their sales, marketing & product executives who are responsible for the go-to-market strategy for their company.
The 10 steps to product/market fit are:
1) Document your initial business plan or "Plan A".
2) Identify and tackle the riskiest parts of your business model first.
3) Understand that startups go through three stages - problem/solution fit, product/market fit, and scaling. Focus on validated learning through experiments and pivots before trying to optimize or scale.
4) Focus on the right key metrics like acquisition, activation, retention, revenue, and referrals that provide valuable insights before achieving product/market fit.
5) Formulate specific and testable hypotheses about what will drive customer acquisition.
6) Architect your product and processes for speed and
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
How I apply the Value Proposition Canvas to convince my clients to invest mor...Matina Moreira
This document discusses the Value Proposition Canvas methodology for understanding customers' needs and pains. It introduces the speaker, Matina Moreira, and provides an agenda for the presentation. It then gives an example of using the Value Proposition Canvas for a case study about creating a job finding service for senior professionals. Key aspects of the canvas are explained, including creating a customer profile listing pains, gains, and tasks, and mapping these against potential products and services to find the best fit. The speaker explains how she uses the canvas methodology at the beginning of new projects and with clients to build empathy for customers.
1. The document discusses the concepts of product/market fit and how to achieve it through building minimum viable products and getting user feedback.
2. It emphasizes the importance of developing something with real customers in mind from the beginning and continuously learning through iteration.
3. Key steps discussed are defining the market, creating an initial product idea, conducting user interviews, building a minimum viable product, measuring user retention and flow, and being willing to pivot the product or business model as needed based on what is learned.
The First 2 Steps to the Epiphany: Customer Discovery, Customer Validation an...Jason Evanish
An outline of the key parts of the first two steps of Steve Blank's Four Steps to the Epiphany as well as how to do customer development interviews.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
This document provides an overview of how to design and leverage buyer personas. It begins with introducing buyer personas and their importance in targeted marketing. It then discusses how personas are created through research and interviews. The document outlines how to present personas to organizations and provides an example of a complete persona profile. Finally, it discusses various business applications of personas, such as content creation, sales, services, and measuring customer lifetime value.
Customizable pitch deck templates which include two different versions, both built by leading seed investors at NextView Ventures. Entrepreneurs can use them to save time while building a pitch deck to raise seed capital.
I would like twenty minutes of your time in which I will present 50 (I know a lot) slides to review 12 Models related to Lean Startup so that I can then introduce the
‘Startup Business Planning Jigsaw’.
The twelve models are:
► Business Model Canvas - Alexander Osterwalder
► Search v's Execution - Steve Blank & Bob Dorf
► Build-Measure-Learn - Eric Ries
►Three Stages of a Startup - Ash Maurya
► MVP and Product Market Fit
►Lean Canvas - Ash Maurya
► Customer Development - Brant Cooper and Patrick Vlaskovits
► Startup Pyramid – Sean Ellis
►Get Keep Grow – Steve Blank & Bob Dorf
► Pirate Metrics – Dave McClure
►One Metric that Matters - Croll & Yoskovitz
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
This document provides an introduction to an advanced entrepreneurship course on customer development and the lean startup methodology. It outlines the course objectives, prerequisites, structure, and key concepts that will be covered, including reducing product/market risk, customer development process of discovery, validation, and creation, and building companies with low costs by designing for learning rather than traditional product development processes. The instructors are introduced as Steve Blank and Eric Ries, pioneers of the lean startup approach.
This document outlines an agenda for a workshop on using the Lean Canvas methodology. The Lean Canvas is introduced as a one-page tool for capturing a business model. It consists of 9 sections including the problem being solved, customer segments, unique value proposition, solution, channels, revenue streams, costs, key metrics, and unfair advantage. Attendees will complete their own Lean Canvas, get feedback, and discuss risks including product/market fit, building a customer base, and ensuring a viable business model. The goal is to help startups validate problems and solutions before fully developing products.
Startups don't win because of a great vision, but because of a superior strategy. If you want to have the superior strategy, you must simply have a better customer insight. Customer discovery principles can help you to get real insights about your customers.
The first rule is to fall in love with a problem, not your solution or business idea. You must have a clear picture what your product is hired to do. With customer interviews and different types of tests your job is to prove value hypothesis (that people are prepared to pay for your solution).
You can write down all your hypotheses on business model canvas, running lean canvas or even in a spreadsheet. Then you have to constantly sketch out alternative business models by asking yourself difficult questions and testing different assumptions.
Steps to customer discovery include developing a vision, setting the hypotheses, getting out of the building and performing a reality checks. The best way to start the customer discovery process is with the riskiest assumptions.
Important tools that can help you with customer discovery are also segmentation, personas, empathy map and value proposition canvas. After exploiting all the tools you should have a clear picture what are your customer's pains and gains and what are they willing to pay for.
When you are doing the customer discovery interviews to get the market insights you have to avoid doing any behavior predictions or being satisfied with compliments, opinions or stalling. What are you looking for is a real commitment from early-evangelists.
Remember, wrong assumptions are mother of all fu*ck-ups, and with customer discovery you can make sure you are not building your business based on the wrong assumptions.
Lean Startup - Auch in erwachsenen Unternehmen?Stefan ROOCK
Der Vortrag zeigt nach einer kurzen Einführung in Lean-Startup, welche Probleme bei der Anwendung in "erwachsenen" Unternehmen auftreten und stellt drei Lösungsansätze vor, wie man Lean-Startup trotzdem erfolgreich in erwachsenen Unternehmen anwenden kann.
Einführung in Corporate Startup, Lean Startup & Design Thinking. Anschließend Vertiefung in den Value Proposition Canvas & Customer Interviews.
Präsentation von Daniel Bartel - 1. StartupDorf Meetup - Düsseldorf
Corporate meets Startup: Das Institute for Business Innovation (IfBI) verbindet etablierte Unternehmen mit dem Spirit erfolgreicher Startups.
Dabei lassen wir uns von folgender Einsicht leiten: Etablierte Unternehmen führen ein bekanntes und be-währtes Geschäftsmodell aus. Was ist dann ein Startup? Nein, nicht etwa die kleinere Ausführung eines gro-ßen Unternehmens, sondern etwas völlig anderes:
"Ein Startup ist eine temporäre Organisation mit dem Zweck, ein Geschäftsmodell zu suchen und zu entwickeln, das profitabel, reproduzierbar und skalierbar ist."
Mehr dazu auf http://ifbi.eu
Lean Startup - Wie Lernkultur und frühzeitiger Richtungswechsel das Riskio se...Kamil Barbarski
Mein Vortrag vom 3.11.2015 auf der Innovation 2015 Konferenz in München zum Thema Lean Startup und den Vorteilen bei der Entwicklung von Geschäftsmodellen.
Die "verlorene" Session vom Webmontag Graz Juni 2012 - doch kein Grund zu verzagen, Leute! Wir werden die Session im September anbieten - hier schonmal die aktuelle Version der Präsentation, die ihr auch gern unter der Mailadresse admin@wohnportal-graz.at für eure eigene Veranstaltung requesten könnt. ;)
Juni 2015: The Lean Startup / Vorlesung "Entrepreneurship & Intrapreneurship"...Dr. Judith Grummer
Gesamte Vorlesungsunterlage, Sommersemester 2015
Seit 2013 bin ich Gastdozentin an der Tech-Schmiede im Norden Deutschlands, der FH Wedel. Ich unterrichte - vielmehr trainiere - Studenten aller Studiengänge (Informatik, Ingenieurwesen, BWL, E-Commerce, Computer Games) in Fragen der Unternehmensgründung. Im Vordergrund stehen agile Innovationsmethoden aus dem Silicon Valley und Best Practices. Die Blockvorlesung wird mit einem Startup Weekend abgeschlossen, an dem Studenten Ideen, Geschäftsmodelle und Prototypen entwickeln und vor einem Publikum pitchen.
Begleitet wird die Vorlesung von Gastrednern - Investoren, Gründern, Serial Entrepreneuren oder Intrapreneuren -, die hinter die Kulissen blicken lassen und sich in privater Atmosphäre den Fragen der Studenten stellen.
Inhalte u.a.: The Lean Startup, Geschäftsmodellentwicklung, Ideenfindung, Startup Analytics, Pitch-Techniken, Business Modell Canvas, Design Thinking, Durchführung von Experimenten etc.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
The document discusses business validation and the Lean Startup method. It advocates building a basic product/prototype to test and validate ideas with customers. The key aspects of validation are determining if anyone is interested in the product, what features customers care about, what features are missing, and what features aren't necessary. The data learned from customers is then used to constantly revise the product.
This document provides a guide to improving sales skills. It discusses the importance of investing in professional development even when busy. The guide outlines the main steps of the sales process from researching products and prospects to qualifying leads and conducting sales calls. It emphasizes understanding prospects' needs and pain points to effectively position products as solutions.
This presentation introduces the basics of needs-based selling processes. If you or your sales team is struggling to achieve your objectives, then this presentation is a must view. For more information contact us at dave.gregory@inspiredperformancesolutions.com
Marketing focuses on satisfying customer needs while selling focuses on converting products into cash. The two basic functions of business are marketing and innovation. The goal of marketing is to understand customers so well that the product sells itself. Marketing techniques include researching customers, observing the market environment, designing products to meet customer needs, ensuring an efficient customer experience, developing communications, investing in employees, maintaining facilities, setting prices strategically, and having a marketing plan. Selling involves meeting with customers when they are ready to buy and focusing on solving their problems and meeting their needs.
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
Marketing creates sales opportunities by attracting customers. Successful marketing requires understanding your business, customers, and their problems. There are four steps to effective marketing: 1) Know your own business and solutions, 2) Understand customer needs and problems, 3) Develop marketing messages and tools, 4) Implement tactics like social media, referrals, and advertising to reach customers. Tracking results allows improving the marketing plan over time.
Engaging Businesses with Consultative Selling--PWDA TrainingMichele Martin
This document provides an overview of consultative selling strategies for engaging business customers. It discusses building rapport with customers, understanding their needs and goals, and customizing interactions based on the stage of the customer relationship. The stages include getting to know the customer, building trust and liking, getting the customer to try services, ensuring positive experiences, and maintaining ongoing relationships. The document also covers topics like creating customer profiles, developing customized offers for different customers, planning interactions, asking powerful questions, and following up with customers after meetings. The goal is to take a consultative approach that focuses on the customer perspective and moves the relationship forward at each stage.
4.02.09 Teleclass Doing Your Best Marketing In The Worst Of TimesErin Murphy
The document summarizes Alyssa Dver's presentation on developing an effective marketing plan in a short amount of time. It outlines an 8-step process for small businesses to inventory their marketing efforts, develop powerful positioning and messaging, validate pricing, acquire and foster leads, and create a defendable marketing plan. The goal is to help businesses calm marketing anxieties and build a solid marketing strategy in a no-time, step-by-step approach.
1) 82% of salespeople fail to differentiate themselves or their products, 86% ask the wrong questions, and 62% fail to earn the right to ask for a commitment.
2) To improve sales skills and performance, salespeople must acquire the right attitude, skills, knowledge, and understand sales processes.
3) It is important for salespeople to prepare a master sales plan that identifies the target audience, their needs and drivers, and highlights the unique benefits of the product to that audience.
This document provides an overview of basic and advanced selling skills. It discusses key concepts like understanding customer needs and matching products to those needs. It also outlines the selling process from preparation to closing the sale. Specific skills discussed include active listening, overcoming objections, asking open and closed questions, and following up with customers after the sale. The goal is to help sellers understand customers, present solutions to problems, and build long-term customer relationships.
This document provides guidance on developing effective selling skills, from basic to advanced levels. It emphasizes the importance of understanding customer needs and focusing on benefits rather than just product features. The selling process involves preparation, building rapport, presenting solutions, overcoming objections, closing the sale, and following up for customer satisfaction. Key skills include active listening, asking open and closed questions, handling objections, suggesting additional products, and providing ongoing service. Mastering these skills can help salespeople succeed in matching customer needs and gaining sales.
This document outlines various marketing tasks and topics that can be covered over the course of a year to promote business growth. It includes recommendations to send out different types of mailers and emails on a regular basis, as well as developing marketing calendars, lead generation strategies, sales funnels, and content about topics like copywriting, referrals, sales scripts, and more. The goal is to provide businesses with ideas and resources to help achieve ongoing marketing success.
How to Design a Sales Process for B2B Sales - #1 Tool for the Dream Sales Team Daniel Nilsson
How Can You Grow & Develop Your Sales Pipe If You Don’t Know What You’re Doing? Learn how to design your B2B sales process and increase conversion, get bigger deals and close your deals in less time. I will give you the key steps, the right focus and example of tools that will take your sales team to a new level.
You should read this presentation if you believe in your own and your team's growth.
Personally, I have a deep passion for Growth and I created this presentation after doing extensive research on how I could grow sales into new levels. The data I have reviewed are from marketing experts, sales experts, Gartner, reports and my own personal experience defining sales processes in multiple verticals.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hearing from you.
The document discusses strategies for mastering lead generation. It recommends identifying a target market and their key needs. Companies should create a portfolio of offerings at different trust levels to educate prospects as they move through the buying process. The final step is to implement a strategic plan using various marketing, networking, and outreach channels to regularly generate leads in a sustainable way. The goal is to build trust over time and move prospects toward becoming customers.
This document provides a summary of a 12-module sales fundamentals workshop. The workshop covers topics such as understanding the sales process, preparing for sales opportunities, creative openings, pitching to customers, handling objections, closing deals, following up with customers, setting goals, and managing sales data. The overall goal is to provide participants with basic sales tools and processes to help them succeed in sales.
The document provides guidance on creating customer value through effective sales skills like planning sales calls, engaging customers, conducting dialogues, and closing value. It discusses setting clear and obtainable call objectives, having contingency plans, positioning objectives to customers, asking probing questions, paraphrasing to verify understanding, framing value, and using commitment drivers like scarcity and deadlines to influence customers. The overall aim is helping salespeople understand customer needs and communicate value effectively.
The document provides tips for closing the first 10 B2B deals by focusing on finding early adopters and unaffiliated customers, getting reviews and referrals through an advocacy program to build social proof, and using customer advocates as the new sales team by empowering them through incentives and engagement. It emphasizes aiming for the right target customers, developing competitors' status quo, and using different traction channels like networking, early adopter programs, and referrals to accelerate deals through existing satisfied customers.
The document discusses inbound marketing and provides guidance on how to implement an inbound strategy. It defines inbound marketing as "getting the right message, to the right person, at the right time." It recommends developing buyer personas to understand prospects, establishing baseline metrics to measure progress, optimizing content for targeted keywords, and engaging prospects across their buyer's journey with helpful content and calls-to-action designed to move them toward a sale. The overall message is that an inbound strategy focuses on meeting prospects where they are and helping them make informed decisions through remarkable and useful content.
Message-Market Fit VWO Workshop by Daphne tidemanVWO
Imagine your communications as the powerhouse driving your business forward. Sure, sales are vital, but beneath the surface lie treasures that money can't buy: reputation, repeat customers, and unwavering loyalty.
In this powerpack session, Daphne Tideman, a seasoned growth leader, will be delving into the artistry of elevating your conversion rates through straightforward copy tests, even if crafting compelling prose isn't your forte. Together, you'll unravel the intricacies of forging deep connections with your audience, testing casual clicks and turning them into loyal customers.
This document outlines 5 steps for effective marketing before spending money:
1. Accountability - Track marketing efforts to understand what's working and determine ROI. Use tools like Google Analytics.
2. Alignment - Ensure corporate messaging is relevant, consistent, and communicated throughout the organization via the elevator pitch.
3. Focus - Develop a clear brand platform with positioning, promise, personality and messages to focus marketing.
4. Capitalize - Implement programs to capture more business from existing customers like customer surveys, marketing, and advisory panels.
5. Evangelize - Encourage positive word-of-mouth through referral programs, social media, and review sites. Taking these steps makes paid marketing more impactful.
Similar to Getting to Product Market Fit - An Overview of Customer Discovery & Validation (20)
Everything you need to know about 1 on 1s to prevent turnover and motivate yo...Jason Evanish
This document summarizes a webinar on one-on-one meetings between managers and their direct reports. It discusses why one-on-ones are important for information sharing, engagement, and retention. Experts like Andy Grove and Ben Horowitz emphasize their value. The document then covers best practices for one-on-ones, including making them consistent, building rapport, providing feedback, and discussing goals. Common excuses for not having effective one-on-ones are debunked. The key is to make one-on-ones a priority and stick to some basic guidelines.
Building products is hard and mistakes are expensive. By using experiments along the way in your product development process, you can fix problems while its easier. There is nothing more costly than having to make major changes to your production code.
10 Things They Don't Teach You in College About EntrepreneurshipJason Evanish
Presentation I gave to the Northeastern University Entrepreneurship Club on February 14th, 2012.
This presentation covers what I and friends I spoke with said were the things they wished they'd learned in school as well as how to start learning those skills while in school.
Jason Evanish gave a presentation on Lean Startups and how to apply Lean principles to new ventures. He discussed that Lean Startups focus on getting customer feedback as early as possible through interviews and minimum viable products, rapidly iterating based on what is learned. Evanish recommended tools like the Lean Canvas and customer development interviews to help follow the Lean process and identify problems to solve rather than features to build. He closed by urging attendees to start applying Lean Startup techniques immediately and provided further resources on the topic.
A Greenhorn's Journey - Social Entrepreneur EditionJason Evanish
Jason Evanish describes how he built the networking platform Greenhorn Connect over time, from getting started by getting out in the community and building connections, to launching early iterations of the platform and refining it based on user feedback. He emphasizes the importance of being passionate, persistent, and helping others along the way. Greenhorn Connect aims to help people build their professional networks.
The Boston Entrepreneur Ecosystem: Presentation at Northeastern UniversityJason Evanish
The Boston Entrepreneur Ecosystem: Presentation at Northeastern University
Presentation from Feb. 8, 2011
A guide to why you should start your first company in college and resources in Boston that can help.
Learn more here: http://greenhornconnect.com/blog/10-reasons-you-should-start-your-first-company-college
For presentation at Simmons College School of Management on October 19th, 2010.
This presentation is about how I built Greenhorn Connect and lessons I've learned about entrepreneurship along the way.
GreenhornTV Ep. 45 for Oct 10th to Oct 16thJason Evanish
This document provides a summary of events occurring from October 10-16 in the Boston area related to startups, entrepreneurship, and technology. It lists various meetups, brainstorming sessions, networking events, and office hours taking place on each day of the week, and identifies which events the document's author, Greenhorn, plans to attend.
How to make the most of startup weekendJason Evanish
This document provides information about Jason Evanish and his work with GreenhornConnect.com and oneforty.com. It introduces Jason as the creator of GreenhornConnect.com, a hub for Boston entrepreneurs that provides over 300 resources and hundreds of events each month. It also mentions his other company, oneforty.com, which is an app store for Twitter focused on developer relations and customer development. The rest of the document consists of brief inspirational phrases about being creative, connecting, sharing, being bold, having fun, and playing to win. It concludes with credits to various photographers.
This a presentation that tells the story of how and why I started GreenhornConnect.com (a hub for Boston entrepreneurs providing comprehensive resources, events and organization listings as well as other relevant content) as well as things I've learned in my journey as a young entrepreneur.
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...Lynch Creek Farm
Transform your home into a festive wonderland this Christmas with our guide to small Christmas trees, elegant candle centerpieces, and unique wreaths for your front door. Discover the perfect small Christmas tree for limited spaces, learn how to create stunning candle centerpieces, and find the best unique wreaths for your front door to welcome guests. Embrace sustainable decorating ideas, personalize your decor, and achieve a cohesive holiday look that spreads joy throughout your home.
Game Product Manager VS Product Manager.pdfshohreesmaili1
Hi guys!
To do the first things first, I have to introduce myself and my background, and we need an explanation for the reason and incentive behind this summary presentation and the series of articles that may follow for more details. I am a game designer with a focus on economy design. After some years of working in game design, I felt the most inspiring thing for me is seeing an increase in a graph (of course, not the churn graph). The combination of this with a focus on features and their results and the needs of the game led me toward becoming a product manager.
At first, I started reading about product managers' roles, responsibilities, daily routines, and most importantly, the methods they use for fulfilling their responsibilities. Initially, I tried to implement these methods in our structure, but the deeper I delved into gaming product management, the more methods I found that needed to change to achieve the best results. After some time, I realized that having knowledge of how product managers in application products operate is necessary but not sufficient to call oneself a game product manager.
Of course, they invented the wheel, special thanks to them, but the fact is that we do not have a car; we have bicycles or airplanes! So, the same wheel does not work for us! In this series of articles, I want to describe how things are different when playing the role of a PM or GPM, what you need to know, and what are not our primary challenges. How to become a GPM after discussing the pros and cons of being a PM or GPM. If you are going to choose between one of them, you can stop reading this and choose PM! But if you are passionate about becoming a GPM, I suggest you read these, then take a deep breath, make your final decision, take your sword, and be ready to face dragons, without knowing how to use the sword!
PROVIDING THE WORLD WITH EFFECTIVE & EFFICIENT LIGHTING SOLUTIONS SINCE 1976PYROTECH GROUP
Simple Ways to Make Your Commercial Space More Energy Efficient
In today's world, being energy efficient isn't just good for the planet—it's also good for your wallet. Whether you run a small shop or a large office building, there are plenty of simple steps you can take to reduce your energy consumption and save money on utility bills. Let's dive in!
1. Upgrade Your Lighting: One of the easiest ways to save energy is by switching to energy-efficient lighting options like LED bulbs. LEDs use significantly less energy than traditional incandescent bulbs and last much longer, so you'll save money on both energy and replacement costs in the long run.
2. Install Motion Sensors: Do you have areas in your commercial space that aren't always in use, like storage rooms or bathrooms? Consider installing motion sensors that automatically turn lights off when no one is around. This simple addition can lead to significant energy savings over time.
3. Optimize Heating and Cooling: Heating and cooling can account for a big portion of your energy bills, especially in larger commercial spaces. To save energy, make sure your HVAC system is properly maintained and consider investing in a programmable thermostat. You can also encourage employees to dress in layers to reduce the need for excessive heating or cooling.
4. Seal Leaks and Insulate: A well-insulated building is more energy efficient because it retains heat in the winter and keeps cool air in during the summer. Check for drafts around windows and doors and seal them with weather stripping or caulking. Adding insulation to walls, floors, and ceilings can also make a big difference in your energy consumption.
5. Use Energy-Efficient Equipment: When it's time to replace old appliances or equipment in your commercial space, opt for energy-efficient models. Look for the ENERGY STAR label, which indicates that the product meets strict energy efficiency guidelines set by the Environmental Protection Agency.
6. Encourage Energy-Saving Habits: Sometimes, the simplest changes can have the biggest impact. Encourage employees to turn off lights and electronics when they're not in use, unplug chargers and other devices when they're fully charged, and use natural light whenever possible.
7. Conduct an Energy Audit: If you're serious about improving energy efficiency in your commercial space, consider hiring a professional to conduct an energy audit. They'll assess your energy usage and identify areas where you can make improvements, ultimately helping you save even more money in the long run.
8. Educate and Involve Employees: Finally, don't forget to involve your employees in your energy-saving efforts. Educate them about the importance of energy efficiency and encourage them to come up with their own ideas for saving energy in the workplace. When everyone is on board, you'll see even greater results.
LED , Lights , Manufacturers in India , Efficient Lighting , Quality Products
Discover who your target audience is and reach themQuibble
This presentation goes through a number of elements you need to consider when going through the process of identifying your target audience in order to enable to you be able to reach them and sell to them. I go through the importance of customer profiling, along with a number of ways you can discover what they really want, and where they are.
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Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...Rajesh Math
ByeByeCity.com is a platform where users can discover and book short breaks by using the only web booking engine in India which uses advanced algorithms to sell Non-Standardised Travel Inventories. It is aggregating a fragmented market to build the long tail of the Travel Market.
The AI-Powered Side Hustle Transforming Lives: A Dad's Journey to Financial S...SOFTTECHHUB
Finding a balance between work, family, and personal well-being can be a daunting challenge. For Micah Johnny, a fitness instructor and father of four, this balance became even more precarious when he lost a significant contract that threatened his family's financial stability. However, through resilience and innovation, Johnny discovered a flexible, AI-powered side hustle that not only stabilized his income but also allowed him to maintain his hectic schedule. This article explores how this side hustle works, its benefits, and how others can leverage similar opportunities.
ConvertKit: Best Email Marketing Tool for 2024Rakesh Jalan
Front Slide
ConvertKit: Best Email Marketing Tool for 2024
Next Slide
What is Email Marketing?
Email marketing involves promoting products or services via email to potential customers. Tools like ConvertKit enhance the effectiveness of email marketing by helping you reach your target audience and elevate your business.
Next Slide
What is ConvertKit?
ConvertKit is a top email marketing tool, favored by content creators and small businesses. It offers features like automation, landing pages, sequencing, and broadcasting, making it ideal for generating and converting leads efficiently.
Next Slide
Key Features of ConvertKit
1. Landing Pages: Easily create customizable landing pages.
2. Forms: Embed forms on your website to generate leads.
3. Automation: Automate email responses with pre-built templates.
4. Broadcasting: Send personalized emails to thousands of subscribers.
Next Slide
Key Features of ConvertKit
5. Sequencing: Automate email series to convert leads into customers.
6. Integration: Integrate with platforms like affiliate sites and e-commerce.
7. Commerce: Start an e-commerce business without a website.
8. Creator Pro: Advanced features for selling high-cost products.
Next Slide
How ConvertKit Can Help Your Business Grow
1. Convert Casual Visitors: Turn social media followers into subscribers.
2. Build Relationships: Customize emails to build strong audience relationships.
3. Source of Earnings: Use trust to convert subscribers into sales.
Next Slide
Join ConvertKit Affiliate Program
ConvertKit's affiliate program offers free training, premium tools, and a 30% commission for referrals.
Next Slide
ConvertKit Pricing Plans
ConvertKit has Monthly and Yearly plans with Free, Creator, and Creator Pro tiers. Start with the free plan and upgrade as needed.
Next Slide
ConvertKit Alternatives
1. Mailchimp: All-in-one marketing platform.
2. GetResponse: Focus on landing pages and email lists.
3. ActiveCampaign: Advanced follow-up sequences.
4. AWeber: Building mailing lists and designing newsletters.
Next Slide
ConvertKit vs. Mailchimp
- Automation: ConvertKit offers advanced options.
- Landing Pages: ConvertKit has more templates.
- Customer Support: ConvertKit offers 24/7 support in all plans.
- Email Sending Limit: ConvertKit allows unlimited emails.
- Migration: ConvertKit offers free migration services.
Next Slide
ConvertKit vs. GetResponse
- Simplicity: ConvertKit is user-friendly for small businesses.
- Sequencing: Easier to use in ConvertKit.
- WordPress Plugin: Available in ConvertKit.
- Charges: No charges for duplicate signups in ConvertKit.
Next Slide
Conclusion
Email marketing is an excellent method to showcase your business and sell high-value products. ConvertKit is a robust tool to help you reach your target audience and start earning.
Analyze the idea behind Binance KYC Bypass and compare it to the KYC policies of other cryptocurrency exchanges. Find out about the dangers of trying to bypass KYC and the verification procedure.
Cryptocurrency KYC Policies: Comparing Binance KYC Bypass with Rivals
Getting to Product Market Fit - An Overview of Customer Discovery & Validation
1. Customer Discovery & Validation Jason @Evanish AKA - The First Two Steps to the Epiphany: Getting to Product-Market Fit
2. Today’s Topics Customer Discovery Overview Customer Development Interview Process Customer Validation Overview
3. Why Customer Development Move faster Reduce risk Bring process to chaos Stay in tune with customers Replace HiPPO & opinions with data Discover the best market opportunities
6. Who is Your Customer? Phase 1 – State Hypothesis Phase 4 – Verify Phase 3 – Test Product Concept Phase 2 – Test Problem Hypothesis
7. Map Your Ecosystem Who are the entities in your business? Connect the entities based on the flow of $$ How does the product move through channels to meet users?
8. The Hypothesis : C-P-S C ustomer Who is using your product? P roblem What problem do they have? S olution How will you solve the problem? Be Specific. It’s better to be wrong than vague.
9. The Intermediate MVP Map out the basics of your MVP based on the solutions from C-P-S Identify the riskiest parts & test them This is before you build anything…just map out what you think is the solution BUILD
11. Why all this work? Save Time and Money by discovering early on if something won’t work. Make course adjustments before you build a large product.
12. Exit Goals for Customer Discovery You’ve identified a problem a customer wants solved. Your product solve the customer’s needs. You believe you have a viable and profitable business model. You feel you’ve learned enough to go out and sell.
13. The Customer Development Interview Learn in detail here: http://greenhornconnect.com/blog/how-structure-and-get-most-out-customer-development-interviews
14. The Structure – 1. Person Who are they? What’s their role? How is your budget handled? How do you find new products for work? How much time do you spend on [Task X]? Goal: Get a baseline background of the person you’re talking to. Be broad. Learn about them and their role in your industry.
15. The Structure – 2. Problems NOT about the problems you think they have. What are your top 3 challenges you face in your job related to [industry X]? If you could wave a magic wand…what would the solution be? Goal: Get them to say the problem you want to solve is a problem they have (prefer unprompted) Learn about the problems they recognize first.
16. The Structure – 3. Solution “ That’s interesting” = Kiss of Death. If they’re not anxious to use right away, they’re not a key target. Read body language, voice inflection and energy level for signals of interest. Best reaction is actually following through after the meeting or calls. Now you tell them about your product concept. Goal: Discover if they’re interested in your solution and gather feedback.
17. Tips for making the most of Interviews Take good notes. Involve other team members. Be Conversational. Go off script. Ask to see any MVPs they’ve made/use. If they’re excited about something, ask if they’ll pay for it. Show them mockups or early concepts if you have them and pay attention to their reactions/feedback. Always Follow up. End with an ask. Be open to new problems and opportunities! Summarize and review your notes with your team.
18. Where do you find people to interview? 10 – 20% Response Rate
21. Manage Expectations Only 10-20% of those you reach out to will respond. Getting started is the hardest, then you can find the channels. Different target customers often are found in different channels.
22. Now what? Interview in groups of 8-10 people per customer type. Summarize notes and review with others. Look for common patterns matching C-P-S (Customer – Problem – Solution). Compare to your high level metrics to see if anecdotes match data. Iterate if there’s no match.
24. Can You Sell It? Phase 1 – Get Ready to Sell Phase 4 – Verify Phase 3 – Develop Positioning Phase 2 – Sell to Visionary Customers
25. Not time for Glengarry Yet… You’re still in learning mode. … about what customers will buy and how!
26. Break Down Your Sales Road Map Who influences a sale? Who recommends a sale? Who is the decision maker? Who is the economic buyer? Who is the saboteur? What is the budget for purchasing your type of product? How many calls does it take to make a sale What is the profile of an early customer?
27. The Gospel According to Blank – Phase 1 : Get Ready to Sell Goal: Take what you learned from Customer Discovery and apply to development of Sales Process
29. Exercise: Make Your Food Chain Who is the end user? Who is the purchase decision maker? Who seeks out a solution like Yours? What are alternative channels?
30. Find out how to (reliably) get your foot in the door… At what level do you want to enter? How many people on the organizational map need to say yes? Does each department perceive the problem the same way? In what order do you need to call on people? Who can derail the sale?
31. The Gospel According to Blank – Phase 2: Sell to Visionary Customers Goal: Get someone to Pay for your product and learn how to repeat the process.
33. Build Your Sales Roadmap What steps are involved in your sales process?
34. The Gospel According to Blank – Phase 3: Develop Positioning Goal: Based on problem and sales lessons, optimize positioning for your product & company.
35. Positioning Speak the language of your customer Written by those that interact directly with the customer Verify with Product team to ensure what’s built meets expectations set
36. The Gospel According to Blank – Phase 4: Verify Goal: Verify all the work you’ve put into Customer Validation to iterate or move onto Customer Creation.
38. Questions to Ask… Product: Are you repeatedly losing any deals? Why? Are customers satisfied? What else do they expect? Are you building the right features? Were there any pricing issues? Did you lose customers on pricing? Sales: Can you verify the sales process and accurately project its success rate? Can you realistically map your sales pipeline? Are you closing deals?
39. More Questions to Ask… Channel: Did you factor in the channel costs to the overall costs of your product? How do various channels affect the sales time? What does your sales force look like? Business Model: Based on known factors, how profitable is the business? Will costs be the same as you grow? How much funding do you need to reach profitability?
40. Customer Validation Wrap Up To Exit means you’ve Proven you found a Customer Problem Found earlyvangelists that will pay you Found a repeatable and scalable sales process Demonstrated a viable business model
43. Further Reading - Books The Lean Startup By Eric Ries Great high level overview of all the principles of a Lean Startup. The Entrepreneur ’ s Guide to Customer Development By Patrick Vlaskovits & Brant Cooper The Cliff Notes for Lean Startups; a must read for everyone on your team. The Four Steps to the Epiphany By Steve Blank The Bible of Lean Startups. Tough read, but excellent content. Running Lean By Ash Maurya A practical guide to build a great lean startup from the creator of the lean canvas. These books, especially 4 Steps, were key sources in creating this presentation & my learning of this methodology
44. Further Reading – Lean Related Blogs Steve Blank , Godfather of Lean Startups Ash Maurya , Practitioner and action-oriented Dave McClure , Investor, advisor, badass Cindy Alvarez , Product manager at Kissmetrics Andrew Chen , Metrics and Customer acquisition expert
45. Further Reading – Helpful Presentations The Customer Development Methodology by Steve Blank Startup Metrics are for Pirates by Dave McClure The Top 10 Reasons to not be a Lean Startup By Patrick Vlaskovits & Brant Cooper 20 Ways not to build stuff by Cindy Alvarez How to recruit and interview potential customers by Elizabeth Yin Building Your Customer Development Plan by Cindy Alvarez Minimum Desirable Product: Customer Development for the “ Winner Take All ” Web by Andrew Chen
46. Contact me…I’m happy to help On Twitter: @Evanish Other sites: About.me /Evanish Email: [email_address] … if I don’t have the answer, I’ll work with you to find it.
Editor's Notes
HiPPO = Highest Paid Person in the Organization “ In God we trust, all others bring data.” – W Edwards Deming
This is the core of lean startups. The entire goal of what you’re doing is to work through this loop as fast as possible or as Eric Ries says “Minimize the Total Time through this Loop” You start with learn. The more you can discover from the customer before building *anything* the better. This comes from talking to the customer, using landing pages and other communication directly with the customer. Then once some ideas crystallize as you match patterns across all your customer interactions (online and offline), you can build your MVP. You then measure the results of your MVP, and feed it back into your next round of learning. This learning leads to adding improvements and tweaks to your MVP and thus completing the loop. Again, you want to move through this cycle as fast as you can; that’s the Core of Lean.
This is the complete process for a Lean Startup. The first step is Customer Discovery which is all about iterating around customer problems. The next step, Customer Validation, which I’ll also talk about. The last two steps, Company Creation and Company Building won’t be covered as that’s really more conventional, MBA-Style scaling of a validated business. The true goal of lean is to take some of the mystery out of getting to the stage where you have Product-Market fit and can scale.
The core question of the first stage is verifying you’re solving a problem for a customer. You’re laying out what you think the Customer, Problem and Solution are and then testing it in the wild talking to customers. You exit this cycle when you feel you have a customer determined that wants the product as you’ve mapped it out.
Who are the entities in your business? Anyone who provides value or receives value from your product. Users, customers, channel partners, technical partners, strategic partners, advertisers, your customer’s customers, etc Connect the entities based on the flow of $$ How does the product move through channels to meet users?
Customer Who is using your product? Problem What problem do they have? Solution How will you solve the problem?
By mapping out exactly what you think you need, you crystallize your ideas and give you a basis for specifically invalidating your idea Map out the basics of your MVP based on the solutions from C-P-S Identify the riskiest parts & test them one by one This is before you build anything…just map out what you think is the solution
Early on, the core is all about C-P-S but you should still be thinking about the other segments to understand the big picture of what you’re doing. Is the market big enough? Who will pay money for this? Will they pay what we want them to? Can we acquire customers where we think they are? Are they actually there? Does our value prop resonate wi th our customer? 2 Places to get this tool: www.LeanCanvas.com www.LeanLaunchLab.com Both allow you to track evolution/iteration of the product
This is a trade of HOURS and DAYS for WEEKS AND MONTHS of building and pushing product. The goal of the Customer Development team during this time is to Validate the Product Spec.
Stages: Has a problem Is aware of having the problem Has been actively looking for a solution Has put together a solution of piece parts Has or can acquire a budget >>Dream is all of these
1) People - Aka - Who Are You? Before you get into anything about problems or your solution, you need to figure out who you're actually talking to. This both warms up your interviewee with some softball questions and gives you an opportunity to build some rapport with them. Some example questions you could ask: What is your name and role at your company? How do you fit into your company's department structure? Overall in the company? What is your budget like? Who has to approve your purchases? How do you discover new products for work? Do you need any approval to try them? Have you tried anything new recently? What is a typical day like on your job? How much time do you spend doing [task X]? (Task X being anything they mentioned in their typical day that stood out) Do not shortchange this opening section of questions! You don't need a novel on their daily life, but you *do need* enough to be able to understand their role within their company, who key players are and a general baseline of their sophistication. All of this will help you later pattern match who the user type that is most receptive to the problem you're solving and the solution you offer. -> The More prep you do to reseach the person, the more efficient and deeper you can probe on this; you’ll be pattern matching later. Goal: Get a baseline background of the person you’re talking to. Be broad.
2) Problems - Aka - What are your greatest pains? This section is where you try to find out whether the person has the problem you believe you're solving. Your goal is to not lead them to your problem. The less you lead them while still hearing your problem being mentioned the more validation you have! Some sample questions you could ask: What are your top 3 challenges you face in your job? What are your top 3 challenges you face in your job related to [industry X]? (Industry X being the one your startup is in) If you could wave a magic wand and instantly have a solution to any of those problems...what would the solution be? Dig deeper into their typical day on anything that sounds painful or expensive. (You can add some hyperbole here to get them to rant a bit by saying things like "that sounds inefficient..." or "that sounds expensive...") How have you dealt with or solved [Problem X]? (You're looking to find out if they've hacked a solution together themselves. If they have...ask for a copy of it!) People love to talk about themselves, so let them go nuts here and really rant about their problems (i.e.- Shut up and listen!) . Generally, people are terrible at proposing solutions, but you want to hear generally what they envision as solutions or see what they've cobbled together themselves. Notice, you haven't mentioned your solution or problem yet. If they don't mention your problem specifically, then as you finish this section of questioning, you should directly ask them if what you think is a problem is a problem for them. Whether they agree it's a problem or not, you want to then probe why it wasn't one of their top problems.
3) Your Solution - Aka - See if your idea survives customer interaction If in your discussions in part 2 your problem you think you're solving comes up naturally from your interviewee you're on the right track! Bonus points if the way they describe solving it with their "magic wand" remotely resembles what you're doing. No matter what happens in part 2 you should discuss with them what you thought the problem was and what your solution is. Getting validation that they wouldn't be interested in the idea is just as helpful as finding out they love it; either they're not a customer or you are learning what your customers want instead of it. Some sample questions you could ask: Walk them through the problems you believe your solution solves. Do they agree? Does [your solution] solve any of their problems? Would you be willing to pay for our solution? How much? (Don't be afraid to probe for the pricing you know you want..."Would [X] be reasonable?") If they're willing to pay your price and like the idea then..."Would you be willing to start right away?" If all goes well and you really are solving a pain, then your customer should want access to the product right away. More likely, you're going to learn a ton about what they do and do not want and your idea will begin evolving. This basic structure can carry you a long way towards some great validated learning about your idea and the market's desire for it.
1) Take Good Notes or Record Everything! - Once you've interviewed 8-10 people, you should be going back over all of your notes and look for patterns. This includes especially looking for patterns in the Part 1 section to see what all the people that agree you are solving their problem have in common. You should summarize your notes then and share with your team. 2) Have other team members sit in on some interviews - A good customer development focused company will have everyone involved in the process. Performable, pre-HubSpot acquisition, had their engineers spending 30% of their time on the phone with customers. Nothing helps someone do their job better like understanding who they're building/selling/marketing for. 3) Be conversational - It shouldn't feel like an interview! They should feel like they're just having a conversation with a friend about their problems at work. The more comfortable they feel with you, the more they will open up. 4) Go off script - The best stuff comes when you dig a little deeper on something that strikes a chord in the discussion. The script is there to be your roadmap, but there's no reason you can't return to it after a 5 minute digression about a specific pain or discovery about how the company operates. 5) If they've made an MVP...ask to see it! - Nothing gives you more insight to a customer than what they've hacked together themselves to solve a problem. The best thing you can do is ask to see it, which will give you an idea of what they're hoping a solution will provide. These people are also the strongest candidates to be great, helpful early adopters of your product. 6) Always follow up - It's just common courtesy to thank people for their time and help, but it also opens the door to follow up with them in the future if your product changes and is a fit for them or to invite them to your beta. 7) End with an ask - Always end your interviews by thanking them and asking them for something. It may be to get a copy of their MVP or even better, ask for an intro to someone they know that might be interested in what you're working on. In my experience, these intros have an 80-90% success rate in becoming new customer development interviews, whereas cold emails only have a 10% success rate. 8) Be open to new problems! That's how great products are born. - As Steve Blank has said, "No idea survives first interaction with a customer." Don't be afraid to shift your focus from your first idea to what you're actually hearing customers want. If you probe in part 2 and find a burning problem...find out how they currently solve it and what they'd pay to solve it. ---
You have to think like your customer. Where are they already? What groups do they join? What events or locations do they go to? Also ask yourself: What might they tweet about related to your product/problem? Where else might they talk about it? Finally, don’t forget your own network; everyone has cousins, uncles, and old classmates in other industries. Use your social graph to get introductions.
Landing pages, existing customers, blog visitors, twitter followers, contacts from coworkers. All of them are instant, awesome sources for people to talk to. Yes, you need to be concerned about bias because they already know who you are, but they’re also a great source to test new ideas to ensure your existing base is interested. Your goal should be a balance between who knows your company and who you find randomly.
Emphasize that any outreach is about having a conversation, not that you’re trying to sell them anything. Everyone likes to help, especially when you’re only asking for 20 minutes of their time. Giving off the vibe you’re trying to sell something will always turn people off.
A CTO and CIO are not in the same place as a midlevel manager. Channels for each have to be cultivated, but then you can find the well to go to. Once you get to 1 or 2 people…ask them where/ how they gather and communicate with other people like them. That gives you a shortcut to finding more people to talk to.
Interview in groups of 8-10 people per customer type. Summarize notes and review with others. Look for common patterns matching C-P-S. This is why you ask so many questions before you get to your solution Compare to your high level metrics to see if anecdotes match data.
Now that we feel confident we have a fit between the problem a customer has and the solution you have, it’s time to figure out how to build a scalable sales process. The work is just beginning…
The Customer Validation is all about proving you can sell your product and refining it efficiently as a small team. It is NOT about building a huge sales team; you’re not ready for that yet. The idea is to try a lot of things and map out the process well before scaling up a team.
This needs to be done by a team of: Founder A closer sales guy (NOT A TEAM BUILDER) The rest of your customer development team …always syncing back with the product team to stay on the same team. And still focused on learning WHAT PEOPLE WILL PAY FOR.
The process is all about removing the guesswork of sales. You want to discover these at the executive level…not hiring a sales team to answer these questions. There are likely multiple people involved in any purchase. The goal of the roadmap is to understand all the players.
This is the Phase 1 process as Steve Blank’s Four Steps explains it. Each step is about gelling what you already learned and applying it to now trying to tailor to the customer you think you have. It’s like refining those raw ideas you learned about the problem and figuring out how they apply to people. What problems resonate with whom? It’s not the same for every player. Who are the gatekeepers and who are the early buyers? Probably need different angles for each.
Think about the people involved in the sales process: Who is the end user? Who is controls the budget? Who is the person who is initially looking for your solution? What other channels are they reachable by?
Who is the end user? Who is the purchase decision maker? Who seeks out a solution like Yours? What are alternative channels?
Once you know your food chain you have to think about how to prioritize access to those people to start to build that repeatable model for getting your foot in the door…then you’ll optimize for working through the process once inside.
This is the Phase 2 goals. Now you’re trying to get people to PAY MONEY for your product.
You can only truly learn from PAYING customers. When you don’t pay for something, it doesn’t enter your mind the same way. Talk about Followup.cc story. Until you are invested financially you aren’t motivated. You won’t commit to what really bothers you or you love about the product.
As you sell to your first customers, you’re not just adapting the pitch, but actually learning the process of making the sale…what steps are involved? What steps can you eliminate?
This is the Phase 3 goals. Pretty simple. Pretty damn important and much easier and accurate after all the work you’ve already put in. In each of these steps…you’re building on what you did in the step before. By this point, you should have talked to so many customers, the language they use is second nature to you. Speak it back to them in your marketing materials (aka- positioning)
Customer Discovery team should be writing this stuff because they know how the customers are thinking about the problem.
This is the Phase 4 is all about CYA: Making sure you’ve got it right before you pour the gasoline on the fire and try to scale the business up. Once you raise $10-$50M it’s REALLY hard to turn back and iterate…you need to be in execution only mode after this step.
At each step you’re thinking about the paranoia of your product: Are you repeatedly losing any deals? Why? Are customers satisfied? What else do they expect? Can you realistically map your sales pipeline? Are you closing deals?!
You haven’t finished Customer Validation until ALL of these are complete.
If you’ve read through all of this it probably sounds pretty easy and straightforward. Yes, none of this is hard from a brain power sense. What is hard is having the discipline and putting in the effort to stick to this. Lean Startups are harder than blind startups that go just on gut feel and winging it. Lean Startups just have a better chance of success.
These are the best books available on the subject of Lean currently.
These are the best lean related blogs I’ve found.
These are awesome slideshare presentations on the subject.