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Why customer development is the first thing to do when you want to build a great company.
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Sortez de votre bureau !
www.diateino.com
BOB DORFallegedly retired serial entrepreneur
Twitter: @bobdorf www.bobdorf.cowww.steveblank.com
Many slides © Steve Blank
7=2+2-3
27=7-6
why math matters:
650,000!
12?(or 2%?)
make yourstartup MATTER
The New Way, 2003:Steve Blank Launches
CUSTOMER DEVELOPMENT
In Ten fast years:
Stanford, BerkeleyColumbia U, Skolkovo,100+ moreTech de MonterreyUS National Science FoundationTHOUSANDS of StartupsAPPS.CO/Colombian GovernmentIncubators, Accelerators…more than we can count!
More startups fail from
a lack of customersthan from a failure to
build product
Why Most Startups Fail
Assume Customer Problem:
known
Assume Product Features: known
Concept/Seed
Round
Product Dev.
Alpha/Beta Test
Launch/1st Ship
We used to think:
All You Need to Do: Execute the Plan
No Business Plan survives first contact
with customers!
…ask Webvan!…or RIM
…or Zynga…or many more
Don’t Spend 2 Monthswriting Fairy Tales…
Spend that time SEARCHING
for a Repeatable, Scalable,Profitable BUSINESS MODEL
FULL STOP!
HAVE YOU PROVEN
PRODUCT/MARKET FIT
The most important slide Steve Blank ever drew, circa 2003:
Customer Discovery Step 1:“Get Out of the Building!”
1. Does anybody care?2. Do they grab it from you?3. Become your own Customer!
Key Warnings:DON’T talk to friends or family!FOUNDERS must do this themselvesDO NOT SELL!!!
Customer Discovery Tool #1:Your Minimum Viable Product• Google without ads• Zappos without any shoes• Diapers.com without diapers• Non-Working Websites or Apps!
…Fewest possible features to show what it does!…Something a customer can touch, feel, try…Delivers far more, richer customer feedback
Tool #2: The Pivot
• The heart of Customer Development
• Iteration without crisis
• Fast, agile and opportunistic
Customer
Discovery
Customer
Validation
Pivot
Search
Just a few(of many) Historic Pivots
• Groupon: the $12billion pivot• Steve Blank: “Page 6”• Perimeter: “there are 9000 of us”• Ning• Zynga• …and thousands more!
Pivot Cycle Time Matters
• MVP speeds up cycle time
• Speed of cycle minimizes cash needs
•Customer feedback drives the product!
CustomerDiscovery
CustomerValidation
CompanyBuilding
CustomerCreation
ExecutionSearch
Pivot
How do you know when Discovery is “done?”
Key PartnersWho are our key partners/ suppliers
Key ActivitiesWhich key activities does the biz model require
Value PropositionWhat value do we deliver to the customer
Customer RelationshipsWhat type of relationship does each segment require of us
Customer SegmentsFor whom are we creating value
ChannelsThrough which channel does each segment want to be reached
Revenue StreamsHow much is each segment willing to pay and how would they like to pay us this amount
Cost StructureWhat are our cost drivers
Key ResourcesWhich key resources does the biz model require
identify key market segments (geography/application) and customer segments (e.g. operator versus owner)
how many customers in each segment and estimated potential volume for each customer
how do customers make money … key customer pain/gain points in each segment
how are buying decisions made in each segment - id process, hurdles, decision makers
what does an Earlyvangelist look like in each segment
who influences purchases in each segment (trade groups, key resellers, trend watchers)
key distinctive product features & benefits for the target customer segment
total cost of ownership for segment versus alternatives
why will segment buy Durathon versus alternatives (i.e. value proposition)
minimum feature set (i.e. our launch configuration) and ultimate feature set
opportunities to claim IP or trademark / is there freedom to practice
what regulatory/ certification/ transportation/ customs requirements should be met or could be differentiator
which segments can only or best be reached through a channel partner
which channel partners are important to optimize sales in each segment
what are channel partners' requirements and cost to become a proactive sales channel
initial channel partner response to value proposition & customer segments
What are price /performance characteristics of competing technology What is the 2013 price target for 1 MM cells What is the 2015 price target for 10 MM cells what is optimum sales method for each segment (asset sale, lease, pay for performance, etc.)
product positioning/elevator pitch for each segment
Prospect roadmap: how to get face-to-face with right person at prospects in each segment
key competitors in each segment and their market share
key competitors' characteristics & dynamics
What outbound marketing/ advertising/ promotion activities are needed
support tools required by segment (white papers, TCO calc., tradeshow)
pipeline of leads
04/11/2023
30
x
x
x
X = number of in depth customer data points / data sources used to validate hypothesis
red = low hypothesis confidence yellow = medium hypothesis confidence green = high hypothesis confidence
25
25
4 50
3
Complete regional overview
12
Populate life cycle data for performance guarantees
Educate market on metric: $/kWh-day delivered over life of asset
Establish strong partnerships with channel partners
Integrated power system engineering – compatibility for retrofit and optimized system solutions
Financing options for Power services operators
Launch reliability
0
Customer Validation
Customer
Discovery
CustomerValidatio
n
Customer Creation
CompanyBuilding
• Repeatable, scalable profitable?
• Passionate first paying customers?
• Pivot back to Discovery if not!
Pivot Execution
Search
When It Doesn’t Work
(most of the time…)
Merci !
www.diateino.com
BOB DORFallegedly retired serial entrepreneur
Twitter: @bobdorf www.bobdorf.cowww.steveblank.com
