Bus model and cust dev june 2013
•Télécharger en tant que PPTX, PDF•
13 j'aime•11,767 vues
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (12)
Similaire à Bus model and cust dev june 2013
Similaire à Bus model and cust dev june 2013 (20)
Plus de Stanford University
Plus de Stanford University (20)
Dernier
Dernier (20)
Bus model and cust dev june 2013
- 1. Business Models & Customer Development www.steveblank.com @sgblank Teaching Points
- 2. Objective • Review basics • Emphasis on how to teach it
- 3. Student Assignments & Tools In-Class
- 4. Student Assignments & Tools Between Class
- 5. Student Assignments & Tools
- 11. The Search for a Path 1602 - 1908
- 12. © 2012 Steve Blank
- 15. The MBA the Path to Business Execution
- 16. Business Schools • Made the American Century • Embraced entrepreneurship – Myles Mace HBS 1947, Stanford 1953 – But as an activity you execute • Now embracing search TEACHING POINT
- 18. Why? Startups are Not Smaller Versions of a Large Company Search versus Execution TEACHING POINT
- 19. Startups versus existing companies • That startups begin with a series of unknowns (mostly) – They Search • That existing companies deal with execution of knowns (mostly) – They Execute • The insight is that management tools built to execute do not work in search • Early stage ventures need their own tools TEACHING POINT
- 21. Why? Why a definition of a startup? TEACHING POINT
- 22. What’s A Startup A temporary organization designed to search for a repeatable and scalable business model • This is what the class is about • It’s a definition filled with action • Each word has meaning – Temporary – Search – Repeatable – Scalable – Business Model TEACHING POINT
- 23. What We Used to Believe Strategy
- 24. Start With an Operating Plan and Financial Model
- 25. What We Now Know Strategy
- 26. Planning comes before the plan
- 27. Business Models
- 29. Why? Business Model versus Business Plan TEACHING POINT
- 30. Business Model versus Business Plan • We are not saying never to a business plan • We are saying, “not first” • Plans are static • Models are dynamic • Planning comes before the plan TEACHING POINT
- 31. What We Used to Believe Process
- 32. Product Introduction Model Concept/ Seed Round Product Dev. Alpha/Beta Test Launch/ 1st Ship
- 33. Tradition – Hire Marketing Concept/ Seed Round Product Dev. Alpha/Beta Test Launch/ 1st Ship - Create Marcom Materials - Create Positioning - Hire PR Agency - Early Buzz - Create Demand - Launch Event - “Branding” Marketing
- 34. Tradition – Hire Sales Concept/ Seed Round Product Dev. Alpha/Beta Test Launch/ 1st Ship - Create Marcom Materials - Create Positioning - Hire PR Agency - Early Buzz - Create Demand - Launch Event - “Branding” • Build Sales Organization Marketing Sales • Hire Sales VP • Hire 1st Sales Staff
- 35. Tradition – Hire Bus Development Concept Product Dev. Alpha/Beta Test Launch/ 1st Ship - Create Marcom Materials - Create Positioning - Hire PR Agency - Early Buzz - Create Demand - Launch Event - “Branding” • Hire Sales VP • Pick distribution Channel • Build Sales Channel / Distribution Marketing Sales • Hire First Bus Dev • Do deals for FCSBusiness Development
- 36. Tradition – Hire Engineering Concept Product Dev. Alpha/Beta Test Launch/ 1st Ship - Create Marcom Materials - Create Positioning - Hire PR Agency - Early Buzz - Create Demand - Launch Event - “Branding” • Hire Sales VP • Pick distribution Channel • Build Sales Channel / Distribution Marketing Sales • Hire First Bus Dev • Do deals for FCSBusiness Development Engineering • Write MRD • Waterfall • Q/A •Tech Pubs
- 37. Customer Problem: known Product Features: known Waterfall / Product Management Execution on Two “Knowns” Requirements Design Implementation Verification Maintenance Source: Eric Ries http://startuplessonslearned.blogspot.com
- 38. What We Now Know Process
- 39. More startups fail from a lack of customers than from a failure of product development
- 42. +
- 43. Why? Customer & Agile Development versus Product Launch and Waterfall TEACHING POINT
- 44. Customer & Agile Development versus Product Launch and Waterfall • Product Launch process assumes hypotheses are facts • Waterfall development assumes you know: – the customer problem – Entire solution TEACHING POINT
- 45. What We Used to Believe Organization
- 46. Hire and Build a Functional Organization
- 49. What We Now Know Organization
- 50. Founders run a Customer Development Team No sales, marketing and business development
- 53. Functional Organizations • An easy trap for startups • Large companies have VP’s of Sales, Marketing & Business Development • I guess we should too • Titles are the same, functions are radically different TEACHING POINT
- 54. How? Business Model Canvas TEACHING POINT
- 55. The Canvas in Class • Forces students to articulate all 9 parts of a business model (static) • Used to keep score of customer development progress (dynamic) • Allows visualization of the entrepreneurial process • 9 boxes provides a convenient tempo for weekly classes Different from Osterwalder's original intent - strategy TEACHING POINT
- 56. What’s a Business Model?
- 58. Value Proposition What Are You Building and For Who?
- 60. Customer Segments Who Are They? Why Would They Buy?
- 62. Multiple Customer Segments TEACHING POINT
- 63. Multiple Customer Segments • Might have multiple segments of users • Might have users and payers • Might have 5 or 6 different customers – Medical devices have doctors, hospitals, patient, insurance company, FDA, etc. • For every customer segment you need: – Value proposition – Revenue model – And may have unique channels, cust relationships, etc. TEACHING POINT
- 64. Product/Market Fit Value Proposition + Customer Segment TEACHING POINT
- 65. Product/Market Fit Does the Value Proposition MVP match the Customer Segment Archetype? TEACHING POINT
- 67. TEACHING POINT THIS IS THE TOOL TO TEST PRODUCT/MARKET FIT
- 68. Channels How does your Product Get to Customers?
- 70. Customer Relationships How do you Get, Keep and Grow Customers?
- 72. We define Customer Relationships as Get, Keep and Grow Different and more actionable than Osterwalder TEACHING POINT
- 73. TEACHING POINT
- 74. Revenue Streams How do you Make Money?
- 76. Key Resources What are your most important Assets?
- 78. Key Partners Who are your Partners and Suppliers?
- 80. Key Activities What’s Most Important for the Business?
- 82. Cost Structure What are the Costs and Expenses
- 84. How? Business Model Canvas Components TEACHING POINT
- 85. Canvas Components • We overview all the 9 boxes in the first lecture • Subsequent classes detail each of canvas components • But that’s a sleight of hand • What we are really doing is getting the students to talk to 100 customers in a quarter • The class is not about the lectures • It’s about the work the students do outside the building TEACHING POINT
- 91. Customer Development • While so far the class looked like an easy business model canvas class … • The class is actually all about Customer Development! • Drawing the canvas hypotheses are easy • Testing them is really, really hard • Just like a startup TEACHING POINT
- 92. Customer Development Test the Problem, Then the Solution
- 95. How? Test the problem, then the solution TEACHING POINT
- 96. Test the Problem then the Solution • Customer development is about hypothesis testing • It’s why scientists do great in this class • What are you testing? All the nice, neat assumptions in the business model canvas • First, you test basic assumptions • Then, you test the solution itself • Customer discovery and validation is a fairly rigorous process TEACHING POINT
- 97. Customer Development The Minimum Viable Product
- 99. How? Build the minimum viable product TEACHING POINT
- 100. Build the minimum viable product • This is easy if you use Agile development • You build your product iteratively and incrementally • The goal is feedback, learning, insight, orders, etc. with the minimum feature set TEACHING POINT
- 104. The Pivot • A core concept of Customer Development • In the past a failure to make “the plan” meant a failure of an individual to execute • In the past we fixed problems and changed strategies by firing executives • Now we first fire the plan • A pivot is a substantive change in one or more business model canvas components • An iteration is a minor change in one or more business model canvas components TEACHING POINT
- 105. Customer Development Done By the Founders
- 107. Customer Development Canvas to Keep Score
- 109. How? Keeping Score with the Canvas TEACHING POINT
- 110. Keeping Score with the Canvas • A core concept of the class • Weekly updates of the canvas allow the teaching team to visually see customer development process • Visualize the canvas extending in the Z-axis • That axis represents the customer development process over time TEACHING POINT
- 112. Customer Development is how you search for the model
- 113. Customer Development Physical vs. Web/Mobile Products and Channels