2. Marko Taipale
• Principal consultant with agile/lean mindset, CTO, Advisor
• 15+ years of software development
• Capabilities to deliver products from concept to cash
• Tens of public speaking appearances
International online gaming company (TO 100+ Meur) improved time-to-market from 24
months to 3 months
Finnish energy company purchased process control system and got the delivery 4 times faster
than expected.The system secured the business for next 2 years.
Finnish software product company saved 1,3 Meur / year in management and administration.
Software company validated new business model for new product in 2 months.
5. The right thing?
• Concept (Problem / Solution fit)
• a good one? It solves a problem
• Business Model (Product / Market fit)
• a good one? It scales ie. it is a business
• Prototype (Hypothesis / Experiment fit)
• a good one? It leads to learning
• Service (User needs / Service fit)
• a good one? You are not aware you are using it
6. The right thing?
Connected!
• Concept (Problem / Solution fit)
• a good one? It solves a problem
• Business Model (Product / Market fit)
• a good one? It scales ie. it is a business
• Prototype (Hypothesis / Experiment fit)
• a good one? It leads to learning
• Service (User needs / Service fit)
• a good one? You are not aware you are using it
7. The right thing?
Connected!
• Concept (Problem / Solution fit)
• a good one? It solves a problem
• Business Model (Product / Market fit)
• a good one? It scales ie. it is a business
• Prototype (Hypothesis / Experiment fit)
• a good one? It leads to learning
• Service (User needs / Service fit)
• a good one? You are not aware you are using it
12. Cause it expects that you
know the requirements
And that there is money to be made
13. In new product development
the requirements are
unknown
... and the business is unknown
14. In order to do the right thing
you need to...
• Model your business
• Understand your market
• State your guesses, create tests, validate
• by talking to your customer
• by measuring (and build the measures in)
15. Lean Startup
Customer Development
Multiple methods/tools emerge
Business Model Generation
Productization
34. transactional vs.
product vs. service scale vs. scope
recurring revenues
niche market vs. direct sales vs. blue ocean vs.
mass market inderect sales red ocean
capital expenditure vs.
open vs. closed personal vs. automated
partnership
Difficult questions
one customer segment vs. tailor-made vs.
physical vs. virtual
another mass production
paid vs. free copyright vs. copyleft fixed vs. variable cost
distributed vs. advertising vs.
in-sourcing vs. out-sourcing
centralized sales
38. get out of the
building and test
each hypothesis
with real, breathing customer!
39. Three layers of BMCs
Sell books online, no inventory,
Model cheaper prices, great selection
40. Three layers of BMCs
Key partners: publishers are fine
with small but frequent orders
Hypotheses and there is a contracting model
that supports this
Sell books online, no inventory,
Model cheaper prices, great selection
41. Three layers of BMCs
Meet publisher X and check
that they are fine with small
Tests frequent orders
Key partners: publishers are fine
with small but frequent orders
Hypotheses and there is a contracting model
that supports this
Sell books online, no inventory,
Model cheaper prices, great selection
43. This Business Model testing is called
Customer
Development
customer customer customer company
discovery validation creation building
pivot
44. 2 phases
Search Execution
customer customer customer company
discovery validation creation building
pivot
45. 1st step
customer customer customer company
discovery validation creation building
pivot
46. Customer Discovery:
Problem / Solution fit
1. Draw Business Model Canvas
2. State hypotheses
3. Test the problem (or need)
4. Test the solution (verify that you have it)
5. Verify or Pivot
47. 2nd step
customer customer customer company
discovery validation creation building
pivot
48. Customer validation:
Product / Market fit
1. Get ready to sell
2. Get out of the building to test sell
3. Develop positioning
4. Verify or Repeat
49. Market opportunity
• Business model
• Identify the customer and market need
• Size the market
• Identify and size competitors
• Check growth potential/rate
50. Total Available Market
- How many would need this product?
- How large is the market if they all bought?
- Industry analysis in your domain.. to find out
- is it growing how fast?
Served Available Market
- how big is our slice?
- availability, pricing (how many I can serve)
- how big the market would be if they all bought
- talk to customers to find out
Target Market
- Who I am going to sell 1st, 2nd and 3rd year
- How many customers is that?
- What if they all bought?
- How to find out: talk to potential customers
62. 2 phases
Search Execution
customer customer customer company
discovery validation creation building
pivot
From execution to search
63. So..
We need to interface the business, design
and engineering in order to create successful
businesses
Business is the driver: if you cannot make a
business case for it, it has no (business)
value.
64. What happens tomorrow?
See where you are (discovery, validation,
creation or building) and act accordingly
65. All we do...
is match the demand
.. of understanding and solving a problem
.. of a business
.. of learning
.. of users