startup camp chalmers innovation 19 september 2014
DESCRIPTION
Henrik Berglund's presentation at CI Startup Camp 2013-09-19TRANSCRIPT
Henrik Berglund Chalmers University of Technology Center for Business Innova8on
[email protected] www.henrikberglund.com
@khberglund
Business Models/Customer Development
2013-‐09-‐19 1
Agenda
1. Startups vs Companies
2. Business Models
3. Customer Development
1. Startups vs Companies
What’s a Company?
What’s a Company?
A business organiza5on, that sells a product or service in exchange for revenue and profit
How are Companies organized?
How are Companies organized?
Companies are organized around Business Models
Key activities Value proposition
Customer relationships
Customer segments
Cost structure
Key resources
Revenue streams
Channels
Key partners
Business Model
hPp://www.businessmodelalchemist.com/
9
Nespresso machines"
retail" mail"order"
Nespresso".com"
call"center"
Nespresso stores"
households"
business"
1 x machine"sales"
repetitive pod sales"
distribution channels"
coffee" production facilites"
production" B2C distribution" brand"
marketing"
brand"patents"
machine manufacturer"
production"
B2C distribution" brand"
marketing"
Nespresso club"
brand"brand"Nespresso
pods"
Example: Nespresso
What’s a Startup?
What’s a Startup?
A temporary organiza8on designed to search
for a repeatable and scalable business model
What’s a Startup?
A temporary organiza8on designed to search
for a repeatable and scalable business model
What’s a Startup?
A temporary organiza8on designed to search
for a repeatable and scalable business model
Business Models
Visualiza5on of the business
model framwork
Key activities ?? Value proposition ??
Customer relationships ??
Customer segments ??
Cost structure ?? Key
resources ?? Revenue streams ??
Channels ??
Key partners ??
Startups Search Companies Execute
Startups ≠ Small companies
But s8ll…
What We Used to Believe
Strategy
Start by developing a Business Plan…
…make the financial forecasts…
…then Execute
What We Now Know
Strategy
5-‐Year Plans
Develop and Execute the Business Plan
Why?
No Business Plan survives first contact with customers
“Everybody has a plan un5l they get punched in the face” Mike Tyson
Searching for a Business Model comes before
Executing a business plan
Key activities Value proposition
Customer relationships
Customer segments
Cost structure
Key resources
Revenue streams
Channels
Key partners
Business Models
hPp://www.businessmodelalchemist.com/
Solu8on Unfair Advantage Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams Type: Asset sales Usage fee Subscrip8on fees Lending/Ren8ng/Leasing Licensing Brokerage fees Adver8sing
Fixed Pricing: List price Product feature Customer segment Volume
Dynamic Pricing Nego8a8on Yield management Real-‐8me market
Interview 30-‐50 customers Build MVP Ongoing burn (fixed and variable costs)
Direct Distributor OEM Retail VAR Web
Unique Value Proposi8on
Alterna8ves
Customers; Users
Early Adopters
Why you are different and worth geeng aPen8on Result customers want + specific period of 8me + address objec8ons
Acquisi8on Ac8va8on Reten8on Revenue Referral
Not easily copied or bought Problem
Alterna8ves
Business Model Hypotheses
Search
Strategy
Execu5on
Opera5ng Plan + Financial Model
What We Used to Believe
Process
We Built Startups by Managing Processes
Product Management +
Waterfall Engineering
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
Tradi8onal Development Process
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
Tradi8onal Development Process Has Two Implicit Assump8ons
Tradi8onal Development Process Has Two Implicit Assump8ons
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
Customer Problem: known
Product Features: known
Works well for incremental development projects targe5ng exis5ng customers.
Tradi8on – Hire Marke8ng
-‐ Create Marcom Materials -‐ Create Posi5oning
-‐ Hire PR Agency -‐ Early Buzz
-‐ Create Demand -‐ Launch Event -‐ “Branding”
Marke5ng
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
Tradi8on – Hire Sales
-‐ Create Marcom Materials -‐ Create Posi5oning
-‐ Hire PR Agency -‐ Early Buzz
-‐ Create Demand -‐ Launch Event -‐ “Branding”
-‐ Build Sales Organiza5on
Marke5ng
Sales -‐ Hire Sales VP -‐ Hire 1st Sales Staff
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
Tradi8on – Hire Business Development
-‐ Create Marcom Materials -‐ Create Posi5oning
-‐ Hire PR Agency -‐ Early Buzz
-‐ Create Demand -‐ Launch Event -‐ “Branding”
-‐ Build Sales Organiza5on
Marke5ng
Sales -‐ Hire Sales VP -‐ Hire 1st Sales Staff
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
-‐ Hire First Bus Dev -‐ Do deals for FCS Business Development
Example -‐ Recognize these? Online clothes retailer specialized in fashion and sports (e.g. Adidas, Fila, Vans, Converse, DKNY and Fred Perry).
Raised $160 million (JP Morgan, Goldman Sachs, Bernard Arnault, BenePon + six).
Developed an innova8ve site with 3D, zoom, 360⁰ rota8on and virtual mannequins, powered by lots of JavaScript and Flash Anima8ons.
Rapidly grew to 420 people and spent heavily on PR pre launch.
Delayed launch repeatedly due to technological problems.
Finally launched in 18 countries simultaneously 8:59 November 3 1999 EST.
What happened? 40 % of visitors could not access the site.
Mac users could not operate the site at all.
The site was very difficult to use and full of errors, oten causing computers to freeze.
Extremely slow to load without broadband.
Only one in four aPempts to make a purchase worked.
Low conversion rates (0.25%).
Conversion rates did double by Christmas.
30% returns, not 10% as projected.
A “low-‐bandwidth version” was relaunched within months.
But low sales + high costs
“Eighty-‐one minutes to pay too much money for a pair of shoes that I am s8ll going to have to wait a week to get?”
=> Bankruptcy.
"Our strong investor base offers a solid founda5on for boo.com. The fact that such interna5onal investors have invested in boo.com reflects the power of our business model and the boo.com brand." Patrik Hedelin, Execu2ve Chairman. (Press Release, Nov 3 1999)
Validated Business Model?
The problem – untested assump8ons!
Visualiza5on of the business
model framwork
Key ac5vi5es Partnering, E-‐commerce, Global taxes & payments, Marke5ng
Value proposi5on Fashion and sports online,
Realis5c shopping experience, “Life-‐s5le choice”
.
Customer rela5onships
Paid & Earned Media Visitor numbers, Conversion rates
Customer
segments “young, well-‐off, fashion-‐ conscious 18 to 24 year olds”
Cost structure Call centres, Return rates, Inventory
Key resources Developers, Risk capital
Revenue Streams Online sales/ full retail price, CAC & Life5me Value
Channels Buying online, Channel conflicts, Zone pricing
Key partners Brands, Warehouses, Logis5cs
What’s wrong with this picture?
• Both Customer Problems and Product Features are hypotheses
• Emphasis on execu8on rather than learning and discovery
• No relevant milestones for marke8ng and sales • Oten leads to premature scaling and a heavy spending hit if product launch fails
You do not know if you are wrong un5l you are out of money/business
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
-‐ Create Marcom Materials -‐ Create Posi5oning
-‐ Hire PR Agency -‐ Early Buzz
-‐ Create Demand -‐ Launch Event -‐ “Branding”
-‐ Build Sales Organiza5on
Marke5ng
Sales -‐ Hire Sales VP -‐ Hire 1st Sales Staff
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
-‐ Hire First Bus Dev -‐ Do deals for FCS Business Development
What We Now Know
Process
More startups fail from a lack of customers than from a failure of product development
Because
• We have processes to manage product development
• We have no process to manage ”customer development”
An Inexpensive Fix
Focus on understanding Customers and Markets from Day One!
Visualiza5on of the business
model framwork
Key activities Value proposition
Customer relationships
Customer segments
Cost structure
Key resources
Revenue streams
Channels
Key partners
Solu8on Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Unique Value Proposi8on
Problem
Business Model Hypotheses
Strategy
Process “Customer” & Agile Development
Opera8ng Plan + Financial Model
Product Management & Waterfall Development
Search Execu5on
What We Used to Believe
Organiza5on
Hire and Build a Functional Organization
What We Now Know
Organiza5on
Founders run an agile “Customer Development” Team
No sales, marketing and business
development
Business Model Hypotheses
Organiza5on Customer
Development Team, Founder-‐driven
Customer Development, Agile Development
Opera8ng Plan + Financial Model
Product Management Agile or Waterfall Development
Func5onal Organiza5on by Department
Search Execu5on Strategy
Process
Business Model Hypotheses
Organiza5on Customer
Development Team, Founder-‐driven
Customer Development, Agile Development
Opera8ng Plan + Financial Model
Product Management Agile or Waterfall Development
Func8onal Organiza8on by Department
Search Execu5on Strategy
Process
2. Business Models
Key activities Value proposition
Customer relationships
Customer segments
Cost structure
Key resources
Revenue streams
Channels
Key partners
Business Models
hPp://www.businessmodelalchemist.com/
Key activities Value proposition
Customer relationships
Customer segments
Cost structure
Key resources
Revenue streams
Channels
Key partners
Business Models
hPp://www.businessmodelalchemist.com/
Solu8on Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Unique Value Proposi8on
Who are your customers? Who are earlyvangelists?
Problem
Single, clear, compelling message that states why you are different and worth buying from
That can’t be easily bought, or imitated?
How do you reach customers?
Key features MVP
What are you customers’ key jobs/pains/gains?
What metrics are most cri8cal to track?
Customer Acquisi8on Costs Distribu8on Costs Hos8ng People etc. Fixed/variable
Revenue Model Life Time Value Revenue/pricing etc.
• A diagram of components and rela8onships • A scorecard for hypothesis tes8ng
Solu8on Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Unique Value Proposi8on
Who are your customers? Who are earlyvangelists?
Problem
Single, clear, compelling message that states why you are different and worth buying from
That can’t be easily bought, or imitated?
How do you reach customers?
Key features MVP
What are you customers’ key jobs/pains/gains?
What metrics are most cri8cal to track?
Customer Acquisi8on Costs Distribu8on Costs Hos8ng People etc. Fixed/variable
Revenue Model Life Time Value Revenue/pricing etc.
Customers and problems
Who is the customer? Mul8-‐sided market? Different from user?
hPp://www.businessmodelalchemist.com/2012/08/achieve-‐product-‐market-‐fit-‐with-‐our-‐brand-‐new-‐value-‐proposi8on-‐designer.html
Customers and problems -‐ jobs to be done
What func8onal jobs is your customer trying get done? (e.g. perform or complete a specific task, solve a specific problem…) What social jobs is your customer trying to get done? (e.g. trying to look good, gain power or status…) What emo8onal jobs is your customer trying get done? (e.g. esthe8cs, feel good, security…)
“What jobs are the customers you are targe2ng trying to get done”
Customers and problems -‐ customer pains
What does your customer find too costly? (e.g. takes a lot of 8me, costs, effort) What makes your customer feel bad? (e.g. frustra8ons, annoyances) How are current solu8ons under-‐performing for your customer? (e.g. lack of features, performance, malfunc8on) What nega8ve social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status)
“What are the costs, nega2ve emo2ons, bad situa2ons etc. that your customer risks experiencing before, during, and a>er ge?ng the job done.”
Customers and problems -‐ customer gains
Which savings would make your customer happy? (e.g. in terms of 8me, money and effort) What would make your customer’s job or life easier? (e.g. flaPer learning curve, more services, lower cost of ownership) What posi8ve social consequences does your customer desire? (e.g. makes them look good, increase in power, status) What are customers looking for? (e.g. good design, guarantees, features) What do customers dream about? (e.g. big achievements, big reliefs)
“What are the benefits your customer expects, desires or would be surprised by.”
Solu8on Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Unique Value Proposi8on
Who are your customers? Who are earlyvangelists?
Problem
Single, clear, compelling message that states why you are different and worth buying from
That can’t be easily bought, or imitated?
How do you reach customers?
Key features MVP
What are you customers’ key jobs/pains/gains?
What metrics are most cri8cal to track?
Customer Acquisi8on Costs Distribu8on Costs Hos8ng People etc. Fixed/variable
Revenue Model Life Time Value Revenue/pricing etc.
Unique Value Proposi5ons/Solu5on
What are your products and services? How do they create value for the customer segments?
Can your product/service: • Produce savings?
• Make your customers feel bePer?
• Put an end to difficul8es?
• Wipe out nega8ve social consequences?
Unique Value Proposi5ons/Solu5on
Can your product/service: • Outperform current
solu8ons?
• Produce outcomes that go beyond their expecta8ons?
• Make your customer’s job or life easier?
• Create posi8ve social consequences?
Unique Value Proposi5ons/Solu5on
Product Market Fit Geeng this right is essen8al!
Product Market Fit Geeng this right is essen8al!
Solu8on Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Unique Value Proposi8on
Who are your customers? Who are earlyvangelists?
Problem
Single, clear, compelling message that states why you are different and worth buying from
That can’t be easily bought, or imitated?
How do you reach customers?
Key features MVP
What are you customers’ key jobs/pains/gains?
What metrics are most cri8cal to track?
Customer Acquisi8on Costs Distribu8on Costs Hos8ng People etc. Fixed/variable
Revenue Model Life Time Value Revenue/pricing etc.
How Do You Want Your Product to Get to Your Customer?
79
Yourself
Through someone else
Retail
Wholesale
Bundled with other goods or services
"""""
Web Channels
80
Physical Channels
81
How Does Your Customer Want to Buy Your Product from your Channel?
82
• Same day
• Delivered and installed
• Downloaded
• Bundled with other products
• As a service
• …
""""""
Solu8on Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Unique Value Proposi8on
Who are your customers? Who are earlyvangelists?
Problem
Single, clear, compelling message that states why you are different and worth buying from
That can’t be easily bought, or imitated?
How do you reach customers?
Key features MVP
What are you customers’ key jobs/pains/gains?
What metrics are most cri8cal to track?
Customer Acquisi8on Costs Distribu8on Costs Hos8ng People etc. Fixed/variable
Revenue Model Life Time Value Revenue/pricing etc.
Customer Rela5onships
Customer Rela5onships
Solu8on Unfair Advantage
Customer Segments
Key Metrics Channels
Cost Structure Revenue Streams
Unique Value Proposi8on
Who are your customers? Who are earlyvangelists?
Problem
Single, clear, compelling message that states why you are different and worth buying from
That can’t be easily bought, or imitated?
How do you reach customers?
Key features MVP
What are you customers’ key jobs/pains/gains?
What metrics are most cri8cal to track?
Customer Acquisi8on Costs Distribu8on Costs Hos8ng People etc. Fixed/variable
Revenue Model Life Time Value Revenue/pricing etc.
WS
Map out your Business Model
45 minutes
Be clear about Product Market Fit!
Tips
Specific >> General
“I believe [type of person] experiences [problem]
while performing [task]”.
3. Customer Development
To repeat
More startups fail from a lack of customers than from a failure of product development…
To repeat
… because they think startups = small companies…
…they focus on execu8ng the plan…
• Both Customer Problems and Product Features are hypotheses
• Emphasis on execu8on rather than learning and discovery
• No relevant milestones for marke8ng and sales • Oten leads to premature scaling and a heavy spending hit if product launch fails
You do not know if you are wrong un5l you are out of money/business
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
… so they scale on untested assump8ons…
… and end up going bust.
“We have been too visionary. We wanted everything to be perfect, and we have not had control of costs" Ernst Malmsten (BBC News, May 18 2000)
So what to do?
Focus on Customers and Markets from Day One!
Visualiza5on of the business
model framwork
Key activities Value proposition
Customer relationships
Customer segments
Cost structure
Key resources
Revenue streams
Channels
Key partners
Product and Customer Development
Product Development
Customer Development
Company Building
Customer Discovery
Customer Validation
Customer Creation
+
Concept Product Dev. Alpha/Beta Test
Launch/ 1st Ship
Problem: unknown Solu8on: unknown
Product and Customer Development
Customer Development: Key Ideas
• Parallel process to Product Development (agile)
• Measurable checkpoints not 5ed to FCS but to customer insights
• Emphasis on itera5ve learning and discovery before execu5on
• Must be done by small team including CEO/project leader
Customer Development Heuris8cs
• There are no facts inside, so get out of the building!
• Develop for the few, not for the many
• Earlyvangelists make your company, and are smarter than you!
• Develop a minimum viable product to maximize fast learning.
• Nail it before you scale it – low burn by design!
• Customer Discovery Ar8culate and Test your Business Model Hypotheses
• Customer Valida5on Sell your MVP and Validate your MB & Sales Roadmap
• Customer Crea5on Scale via relentless execu8on and fill the sales pipeline
• Company Building (Re)build company’s organiza8on & management
Customer Development: Four Stages search
execu8on
Customer Discovery
• Articulate and test your BM hypotheses
• No selling, just listening • Must be done by CEO/
project manager
building block
building block
building block
building block
building block
building block
building block
building block
building block
building block
building block
building block
But, Realize it’s just Hypotheses!
Guess Guess
Guess
Guess
Guess
Guess
Guess
Guess Guess
”Do you have this problem?” 1. 2. 3.
Test Customer Problem Hypotheses
”Do you have this ”Tell me about it, how problem?” do you solve it today?” 1. 1. 2. 2. 3. 3.
Test Customer Problem Hypotheses
”Do you have this ”Tell me about it, how ”Does something like this problem?” do you solve it today?” solve your problem?” 1. 1. 1. 2. 2. 2. 3. 3. 3.
Listen carefully to what they say at each step! Focus on learning -‐ Don’t try to sell them on your idea! In the process you find out about other BM parts as well: workflow, benefits (to users & others), preferred channels, cri5cal influencers, respected peers etc… You want to become a domain expert!
Test Customer Problem Hypotheses
Tips and examples
Be prepared to go off script
If users get worked up – don’t stay on script,
but follow their lead and drill down!
Don’t talk
You should be talking as 8Ple as possible!
Don’t fear ”uncomfortable silence” (let them break it).
80/20 is a good ra8o to aim for.
Ask brief follow-‐ups
That sounds expensive/inefficient/painful…
Tell me more!
When was the last 2me that happened?
Can you give an example?
What do you mean by that?
Can you explain that a liMle more?
What else do you do?
How do you feel about that?
What are you thinking?
Get psyched to hear things you don’t want to hear
Don’t assume things
Bad: You love walking your dog!
Good: How do you feel about walking your dog?
Even Bener: What was it like the last 8me you walked your dog?
If you could wave a magic wand and be able to do anything that you can’t do today, what would it be? (Don’t worry about if it’s possible)
Write up results a.s.a.p.
Take notes.
Write upp results insights immediately ater the interview!
More interview 8ps
hPp://www.cindyalvarez.com/communica8on/customer-‐development-‐interviews-‐how-‐to-‐what-‐you-‐should-‐be-‐learning hPp://giffconstable.com/2012/12/12-‐8ps-‐for-‐early-‐customer-‐development-‐interviews-‐revision-‐3/ hPp://jasonevanish.com/2012/01/18/how-‐to-‐structure-‐and-‐get-‐the-‐most-‐out-‐of-‐customer-‐development-‐interviews/
“nice to have”
Jackpot!
1. Has a problem
2. Understands he or she has a problem
3. Ac8vely searching for a solu8on
4. Cobbled together an interim solu8on
5. CommiPed funds for a solu8on
Useful people to talk to
Much faster to build => get quan8ta8ve feedback sooner. Use a low-‐fi landing page as subs8tute for (and introduc8on to) conversa8ons. Key to drive traffic through AdWords/Facebook Ads/Promoted Tweets etc. Build (design test), measure (run test) and analyze (evaluate test)!
Web
hPp://blog.kissmetrics.com/landing-‐page-‐blueprint/
Landing page design
Test Solu8on Hypothesis
1) ”We believe you have this important problem” – listen (check). 2) Demo how your product solves the problem. Focusing on a few key features. Include workflow story: ”life before our product” and ”life ater our product” – listen! 3) ”What would this solu8on need to have for you to purchase it?” Listen, ask follow up ques8ons.
Dropbox
• 1st solu8on test: a three minute video made in the founder’s apartment before a complete code was wriPen. – Generated valuable feedback from visionary customers.
• 2nd solu8on test: another video of the product that was posted on a social network. – Wai8ng list jumped from 5 000 to 75 000.
• Dropbox’s original intent was to build and ship their product in eight weeks.
• Instead, they gathered feedback and launched a public version 18 months later.
Test Product Hypotheses
Ater demoing, ask about other things: Posi8oning – how do they describe the product? Product category (new, exis8ng, resegmented) Compe8tors Features needed for first version Preferred revenue model Pricing Addi8onal service needs Marke8ng – how do they find this type of product? Purchasing process Who has a budget? etc.
Build out a high-‐fidelity web page with “func8oning” back-‐end, based on lessons learned. “Mechanical Turk”-‐solu8on. Ask for money: first “pre-‐order” then charging. Con8nue to test, measure and analyze!
Web
Consistent answers from “enough” people?
What are your customers top problems? How much will they pay to solve them?
Does your product concept solve them? Do customers agree?
How much will they pay for it? When?
Can you draw a day-‐in-‐the-‐life of a customer? Before & ater your product
Can you draw the org charts of users, buyers and channels?
Customer Discovery: Exit Criteria
Customer Validation
• Develop and sell MVP to passionate earlyvangelists • Validate a repeatable sales roadmap • Verify the business model
Based on your insights from Customer Discovery, sell the smallest feature set customers are willing to pay for!
• Purpose 1: Reduce wasted engineering hours (and wasted code)
• Purpose 2: Get something into the hands of earlyvangelists as soon as possible => maximize learning! (cf. landing page)
Minimal Viable Product
The Apple I, Apple’s first product, was sold as an assembled circuit board and lacked basic features such as a keyboard, monitor, and case.
The owner of this unit added a keyboard and a wooden case. hPp://en.wikipedia.org/wiki/Apple_Inc.
Minimal Viable Product
hPp://37signals.com/svn/posts/2963-‐what-‐happens-‐to-‐user-‐experience-‐in-‐a-‐minimum-‐viable-‐product
The MVP is not the goal = Requires commitment to itera8on!
• “A complex system that works is invariably found to have evolved from a simple system that worked.”
• “A complex system designed from scratch
never works and cannot be made to work. You have to start over, beginning with a working simple system.”
Minimal Viable Product
John Gall System-‐an8cs: How Systems Really Work and Especially How They Fail
Do you have a proven sales roadmap? Organiza8on chart? Influence map?
No staffing un8l roadmap is proven!
Do you have a set of orders ($’s) of the product valida8ng the roadmap?
Is the business model scalable? LTV > CAC
Customer Valida8on: Exit Criteria
If yes – Start execu8ng
If no – Pivot!
• The heart of Customer Development
• Change without crisis (and without firing execu8ves)
“The idea that successful startups change direc2ons but stay grounded in what they've learned”
YouTube - Customer Need Pivot
Friday, April 23, 2010
Pivot
Adapt the Business Model un8l you can prove it works
search
execu8on
• Grow customers from few to many
• Comes ater proof of sales
• Inject $’s for scale
• This is where you “cross the chasm”
Customer Crea8on
• (Re)build company’s organiza8on & management
• Dev.-‐centric ⇒ Mission-‐centric ⇒ Process-‐centric
Company Building
• Customer Discovery Ar8culate and Test your Business Model Hypotheses
• Customer Valida5on Sell your MVP and Validate your BM & Sales Roadmap
• Customer Crea5on Scale via relentless execu8on and fill the sales pipeline
• Company Building (Re)build company’s organiza8on & management
Summary – Customer Development
Don’t do a Boo! Concept Product Dev. Alpha/Beta
Test Launch/ 1st Ship
“We have been too visionary. We wanted everything to be perfect, and we have not had control of costs" Ernst Malmsten (BBC News, May 18 2000)
by Steve Blank and Bob Dorf
More info: www.steveblank.com Buy the book: hPp://www.amazon.com/gp/product/0984999302/
Presenta8on based on
developed by Steve Blank and Bob Dorf
hPp://www.slideshare.net/sblank/
Using slides from
Chalmers University of Technology Center for Business Innova8on www.henrikberglund.com
Follow me on twiner: @khberglund
Henrik Berglund
2013-‐09-‐19 161