Class 2 Berkeley/Columbia Lean Launchpad Xmba 296t
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Class 2 Berkeley/Columbia Lean Launchpad Xmba 296t
- 1. The Lean LaunchPad Session 2: Customers, Customers, Customers & Value Proposition Professors Steve Blank,Jon Feiber, Jim Hornthal, Oren Jacob https://sites.google.com/site/xmba296t / XMBA296T
- 3. VALUE PROPOSITIONS images by JAM what are you offering them? what is that getting done for them? do they care?
- 11. Market Type
- 12. Type of Market Changes Everything Existing Market Resegmented Market New Market
- 19. Customer Segments Model and Ecosystem
- 20. CUSTOMER SEGMENTS images by JAM which customers and users are you serving? which jobs do they really want to get done?
- 21. CUSTOMER SEGMENTS images by JAM which customers and users are you serving? which jobs do they really want to get done?
- 23. Corporate Customers Business to Business (B to B)
- 26. Consumer Customers Business to Consumer (B to C)
- 33. Multi-Sided Markets Business to Business to Consumer (B to B to C)
- 41. Finding the right customer From radiologists to gynecologists
- 42. MammOptics Excursions into hospitals Leading doctors Patients Hospital Managers Technicians Debra Ikeda Jason Davies Jafi Alissa Lipson Sunita Pal 6 women >40 8 women <40 Alicia X-ray mammography Paul Billings Holly V. Gautier
- 43. MammOptics Hospital purchasing decision tree
- 44. MammOptics Hospital purchasing decision tree Hospitals Complex purchasing decision tree. Several saboteours
- 45. MammOptics Private practice purchasing decision tree
- 46. MammOptics Private practice purchasing decision tree Private practice Faster adoption rate Attractive value proposition ✔
- 47. ACOG ACS Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow Current market Insurance
- 48. ACOG ACS Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow Current market But what would happen if we replace mammography? Insurance
- 49. ACOG ACS Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow Breast Radiologists Technicians Hospitals Loss of jobs Loss of jobs Eliminates loss leader Puts emphasis on biopsies Insurance
- 50. ACOG ACS Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow Insurance
- 51. ACOG ACS Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow Insurance Same cost as mammography ($140) Reduced number of biopsies ($1000) ACOG/ACS Improved healthcare (mammography weak technique) Insurance
- 52. ACOG ACS Doctor specialty committee Hospital Administration Technician Insurance Radiologist Mammography MammOptics Customer Workflow
- 53. Insurance Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow ACOG ACS MammOptics Patient PCP OB/GYN
- 54. Insurance Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow ACOG ACS MammOptics Patient PCP OB/GYN Hospital Administration Technician Radiologist Mammography MammOptics Patient PCP OB/GYN PCP OB/GYNs Increased revenue More complete patient care Patient Improved healthcare Comfort MammOptics Revenue
- 55. ACOG ACS Doctor specialty committee Hospital Administration Technician Insurance Radiologist Mammography MammOptics Customer Workflow MammOptics Patient PCP OB/GYN
- 56. Reimbursement Partners MammOptics Insurances CPT Codes $75-$150
- 57. Team Exercise
Notes de l'éditeur
- -
- So why are we going to spend a valuable two hours talking about what type of market we are in? What possible relevance can it have to how we set up our company and bring our product to market? - Anyone?
- In looking at how companies succeed and fail, their success tends to be organized around groupings of customers and markets. More importantly it is how these groupings of customers view their needs and how your new product satisfies those needs
- Each “type of market” is radically different Different ways to size the market opportunity Different sales costs Different demand creation costs Different time to liquidity Very different capital requirements And as we’ll see market type choices radically effect the Customer Development process.