Paul Cubbon Blair Simonite 2 The eubc team Paul Cubbon paulcubbonsauderubcca Blair Simonite blairsimonitesauderubcca Andy Talbot Sean Lumb 3 Course Introduction Customer discovery and bmodel design ID: 782112
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1
Lean LaunchPade@UBCQ3 2013
Paul Cubbon
Blair Simonite
Slide22
The e@ubc team
Paul Cubbon
paul.cubbon@sauder.ubc.ca
Blair
Simonite
blair.simonite@sauder.ubc.ca
Andy Talbot
Sean
Lumb
Slide33
Course IntroductionCustomer discovery and b-model design
Course objectives
How the class works
Blogs, backchannel
The Contract
Instructors
Mentors
teams
Slide44
Steve Blank’s “Customer Development” 2006
Problem:
Startups fail from lack of customers, not lack of product
Solution:
Develop Customers and Products together
Slide55
Company
Building
Customer Development
Customer
Discovery
Customer
Development
is as important as Product Development
Concept/
Bus. Plan
Product Dev.
Alpha/Beta Test
Launch/
1
st
Ship
Product Development
Customer
Validation
Customer Creation
Slide66
Lean Startup – Eric RiesWhat’s A Startup
“A human institution designed to create a new product or service under conditions of extreme uncertainty” pg 27
Quality
“If we do not know who the customer is, we do not know what quality is.” pg 107
Slide77
Steve Blank 2012
A startup is not a small version of a large company.
A startup is a
temporary
organization in
search
of a scalable, repeatable, profitable business model.
Startup Owners Manual
Slide8Search vs. Execution
8
This course is all about
the Search
Slide99
Objectives
Learn how to organize & execute sales, marketing and business development in your search for a viable business model for your product
Learn relevant “people skills”
Listening, inquiry, presenting, mindset
Entrepreneurship is about people as much as product
Have fun along the way
Slide1010
Principles
Hypothesize & test your value proposition, customer segments, revenue model...
Get out of the building and talk to customers.
Fail early, pivot fast!
Our focus is on customers and the market,
not
the technology or product.
Slide11Process
11
Slide1212
Technology Ventures
: From Idea to Opportunity
Chapter 7: Figure 7.3
Resources
Financial
Physical
Intellectual
Deal
Reward, Risks
Incentives
Ownership
Harvest
People
The Team
Capabilities
Attitude
Reputation
Opportunity
Customers
Strategy
Business
Model
The
Business
Plan
The Biz Plan
Slide13The Business Model Canvas
13
Slide14Apple Canvas
14
:example:
Slide15Keep Track of Iterations
15
Week
n
Week 1
Week 2
Slide16test
16
Hypotheses
Guess
Guess
Guess
Guess
Guess
Guess
Guess
Guess
Guess
Slide17Biz Model Canvas Links
http://www.businessmodelgeneration.com/http://www.alexosterwalder.com/http://www.businessmodelalchemist.com/tools
Customer Development & Biz Model Canvas Combined
http://steveblank.com/2010/10/25/entrepreneurship-as-a-science-–-the-business-modelcustomer-development-stack/
http://www.businessmodelalchemist.com/2010/08/combining-business-model-prototyping-customer-development-and-social-entrepreneurship.html
17
:More:
Slide18Markets & Customers
18
Slide1919
Technology adoption
Peter Drucker says -
There will always, one can assume, be the need for some selling. But
the aim of marketing is to make selling superflous
.
The aim of marketing is to know and understand the customer so well that the
product
or service fits him and
sells itself
.
Reference: pages 20 & 21 in “Essential Drucker”.
Slide2020
Technology adoption curve
Techies:
Just try it!
Pragmatists:
Stick with the herd!
Conservatives:
Stick with what’s proven!
Skeptics:
Just say No!
Visionaries:
Get ahead of the herd!
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Slide2121
New Market “Chasm”
Chasm
Early
Adopters
Pragmatists
Conservatives
Laggards
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Slide2222
? Instant
Success ?
In 4th year after launch.
(
ie
6 years )
This is as fast as
it gets.
NB. Apple's fiscal year ends in September. This means that Q1 includes the holiday season, which accounts for jumps in the data.
Fiscal Q1 is Oct - Dec of previous year. So Q1 of 2008 is Oct - Dec of 2007, Q2 of 2008 is Jan - Mar of 2008 and so on.
http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg
Slide23The Process
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Slide2424
Study/Plan and Act
Market
Analysis
Market
Pursuit
Slide2525
It’s The Scientific Process
Hypothesis
Develop Test
Observe
Analyze Results
Revise Hypothesis
Do it again
( many times …
Quickly )
Apply to Customers
Product / Market Fit is what you are looking for.
Is not obvious
Slide2626
Six steps to Acting as an entrepreneur
Chapter 2: Figure 2.1
Slide2727
iPod Timeline
Cycling, Cycling, and more Cycling
Slide28Search vs. Execution
28
Slide29Execution Looks Like This
29
Bill Buxton, “Sketching User Experience”
Search Looks Like This
Slide3030
Expect multiple iterations
http://blog.startupcompass.co/what-the-fortune-1000-can-learn-from-the-star
Slide31Model – Knowledge Funnel“What Do You Know”
Roger Martin’s Knowledge Funnel
Mystery
Heuristic
Algorithm
! Very Useful for our class !
You start in the Mystery Zone
( the guesses )
Success is getting it to “Heuristic zone”
(what are the “rules-of-thumb”)
Grand Slam is getting it to the “Algorithm” zone
(repeatable, scalable, profitable)
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Source: Design of Business, Roger Martin
YOU ARE HERE
Slide32Summary
Slide33The 8 weeks
In ClassPaul/Blair PresentationsProcess, Theory, Personal SkillsEvery class: teams do project update presentations
TAM/SAM, Canvas, Experiments, #Calls
In Between Classes
“You” Get Out of the Building
“You” Blog Your Progress
“We” monitor & comment on blogs
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How the
Class Works
Slide34Break
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