2a customer discovery ( canvas and story ).2013.q2

1

Customer DiscoveryClass # 2a

Iain Verigin

Today

• Majority of Time : Review an example – “what exactly does this work looks like”

• Timeline– Quickly Recap “Customer Discovery Planning”– Example – MammOptics – LeanLaunch Pad project

3

CustomerDiscovery

CustomerValidation

CustomerCreation

ScaleCompany

Customer Discovery

• Stop selling, start listening– There are no facts inside your building, so get outside

• Test your hypotheses – Two are fundamental: problem and product concept

4

Discovery Phase = Hypothesis Testing

• What is the Hypothesis? • Where does the Hypothesis come from? • Why Test them? • How do you test them?

5

Customer Discovery: Rules

• Rule 1: Facts are outside the building, opinions are inside.

• Rule 2: Solve a problem that customers say is important and valuable

• Rule 3: Does the product concept solve that problem?

6

Customer Discovery: Exit Criteria

• 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?

• Can you draw a day-in-the-life of a customer– before & after your product

• Can you draw the org chart of users & buyers

7

Customer Dev’t ProcessTime Frames

CustomerDiscovery

CustomerValidation

CustomerCreation

ScaleCompany

Existing Market: 1 Months - 1 Year

Resegmenting a Market: 6 Months - 3 Years

New Market: 1 - 3 Years

8

Customer DiscoveryTime Frames

CustomerDiscovery

CustomerValidation

CustomerCreation

ScaleCompany

Existing: 1 - 6 Months

Resegmenting: 3 - 12 Months

New: 12 - 24 Months

9

Customer Discovery

In Detail

10

Methodology

• Customer Development can take months, or years • Each Step has a set of phases • Plan what you need to learn in writing

… so that everyone knows: – what they should be doing – when they should do it – If they succeeded – If they need to do more

• These are checklists, not “Inviolable Commandments”

11

State Your Hypothesis

• One-time writing exercise • All other time is spent in front of customers • Assumes you’re smart

– ( but guessing )

building blocks 9

TEAM NAME HERE

Who are our most important

customers?

What are their archetypes?

What Job do they want us to get done for them?

What Key Activities do we

require?Manufacturing?

Software? Supply chain?

Which of our customer’s

problems are we helping to solve?

Which customer needs are we

satisfying

What are the Key Features of our

product that match customers

problem/need?

Who are our Key Partners?

Who are our key suppliers?

What are we getting from

them? Giving them?

What are the most important costs inherent in our business model? Fixed? Variable? How do we make money? What’s the revenue

model? Pricing tactics?

Through which Channels do our

Customer Segments want to be reached?

What Key Resources we

require?Financial,

physical, IP, HR?

FILL OUT ALL 9 BOXES OF THE CANVAS IN ORDER 1 THUR 9

1

3

4 2How will we Get, Keep and Grow

Customers?

5

6 7

8

9

CUSTOMER SEGMENTS

images by JAM

VALUE PROPOSITIONS

images by JAM

16

Product (Solution) Hypothesis

• Features• Benefits • Product Delivery Schedule• Intellectual Property • Total Cost of Ownership• Dependency Analysis

– What is out of our control?

17

Customer/Problem Hypotheses

• Types of Customers • Magnitude of the problem • Visionaries • A Day in the Life of a customer

( Service Journey) • Organizational impact • ROI Justification • Problem Recognition • Minimum Feature Set

18

Competition Hypotheses

• Who is out there? • Why are they important? • How do customers use them today? • What don’t customers like about them?

CHANNELS

images by JAM

20

Distribution/ Pricing Hypotheses

• Distribution Model • Distribution Diagram • Sales Cycle/Ramp • Channel strategy • Pricing (ASP, LTV)

– Actual Selling Price, Life Time Value

• Customer Organization Map • Demand Creation

CUSTOMER RELATIONSHIPS

images by JAM

22

Demand Creation Hypotheses• How do competitors create demand? • How will you?

– Viral – Advertising – PR – Trade shows

• Who are influencers/recommendors? • Key trade shows? • Key trends? • Start assembling advisory board

Get keep grow

23

Get keep grow

24

25

Type of Market Hypotheses

• Positioning and Differentiation

– Existing Market • The product is the basis of competition

– New Market • Creating the market is the basis of competition

– Resegment - Redefine Existing Market • New segment of the existing market is the basis of competition

• :Think: What does my playing field look like?

REVENUE STREAMS

images by JAM

Market/Opportunity Analysis

How Big is It?: Market/Opportunity Analysis– Identify a Customer and Market Need– Size the Market– Competitors– Growth Potential

How Big is the Pie?Total Available Market

Total Available Market

• How many people would want/need

the product?

• How large is the market be (in $’s) if they all bought?

• How many units would that be?

How Do I Find Out?

• Industry Analysts – Gartner, Forrester

• Wall Street Analysts – Goldman, Morgan

How Big is My Slice?Served Available Market

• How many people need/can use product?

• How many people have the money to buy the product

• How large would the market be (in $’s) if they all bought?


How Do I Find Out?• Talk to potential customers

Served Available

Market

TotalAvailableMarket

How Much Can I Eat?Target Market

• Who am I going to sell to in year 1, 2 & 3?

• How many customers is that?

• How large is the market be (in $’s) if they all bought?


How Do I Find Out?• Talk to potential customers

• Identify and talk to channel partners

• Identify and talk to competitors

TotalAvailableMarket Target

Market

ServedAvailableMarket

Market Size: Summary• Market Size Questions:

– How big can this market be? – How much of it can we get?– Market growth rate– Market structure (Mature or in flux?)

• Most important: Talk to Customers and Sales Channel• Next important: Market size by competitive approximation

– Wall Street analyst reports are great• And : Market research firms Like Forester, Gartner

KEY RESOURCES

images by JAM

KEY ACTIVITIES

images by JAM

KEY PARTNERS

images by JAM

COST STRUCTURE

images by JAM

images by JAM

customer segments

key partners

cost structure

revenue streams

channels

customer relationships

key activities

key resources

value proposition

test

37

:Score Card: ( Hypothesis Summary)

Guess GuessGuess Guess Guess

GuessGuess

Guess Guess

WHAT DOES THIS “REALLY” LOOK LIKE?

38

40

?

? ?

?

?

??

?

?

possible alternatives

42

radiation-freedetection of breast cancer

hospitals

43

proprietary IP medical device manufacturers

44

?

? ?

?

?

??

?

?

But,Realize They’re Hypotheses

9 Guesses

Guess Guess

Guess

Guess

GuessGuess

Guess

GuessGuess

How Does This Really Work?

Stanford Lean LaunchPad Class

8 Weeks From an Idea to a Business

The Final Presentation

MammOpticsFinal project presentation for E 245 Winter 2011

MammOpticsInitial Idea

Breast cancer

Leading cause of cancer in women190,000 diagnosis every year US41,000 deaths every year USIncreasing diagnosis rates

Mammography

15%-25% false negatives rate25% false positives rateRequires X-ray radiationLow resolution

Novel technology based on RF-modulated optical spectroscopy

MammOptics

- Earlier detection- Non-radiative- Non-invasive

MammOpticsTechnology Comparison

RiskInvasiveness

Resolution

False Pos.

False Neg.

Device Cost

Time Require

d

MammOptics

Mammography

High High .6 cm 25% 30% 20-50k 20 min.

MRI Medium Medium .1 cm 70% 5% 1000k 45 min.

Ultra-Sound Very Low Very Low >.6 cm >30% >40% 5-15k 20 min.

I.I.T.Y.I.W.H.T.K.Y

MammOpticsBusiness Model Canvas 1 of 4

Radiation-freeEarlier detectionNon-invasive

Pioneering radiologists inhospitals

Direct sales to hospitals

Strong clinical dataTrainingMaintenance

Product DevelopmentClinical trialsOperating Costs Capital equipment

sales and disposable item

Product DevelopmentIPClinical trialsFDA

IP Leading doctorsTechnical Expertise

HospitalsLeading doctors3rd party manufacturersDistributors


Radiation-freeEarlier detectionNon-invasive

Pioneering radiologists inhospitals

Direct sales to hospitals


Product DevelopmentClinical trialsOperating Costs Capital equipment

sales and disposable item




Initi

al guess

Initi

al guess

Initi

al guess

Initi

al guess


Test:Customer segment

Value proposition

Finding the right customerFrom radiologists to gynecologists

MammOpticsExcursions into hospitals

Leading doctors

Patients

Hospital Managers

Technicians

Debra Ikeda Jason Davies

Jafi Alissa LipsonSunita Pal

6 women >40 8 women <40

Alicia X-ray mammography

Paul BillingsHolly V. Gautier

MammOpticsHospital purchasing decision tree

MammOpticsHospital purchasing decision tree

Hospitals

Complex purchasing decision

tree. Several saboteours

MammOpticsPrivate practice purchasing decision tree

MammOpticsPrivate practice purchasing decision tree

Private practice

Faster adoption rate

Attractive value proposition✔

Pioneering DoctorsHospitalsOB/GYNsPCPs

Direct Sales to doctors


Product DevelopmentClinical trialsOperating Costs

Capital Equipment Sales and disposable item



Hospitals (Capital Spending Committee)Leading doctors3rd party manufacturersDistributorsResearch Hospitals

Doctors:Earlier detectionPriceAccuracy

Patients:Radiation FreeNon-Invasive



Direct Sales to doctors










How do we get to our customer?

Need sensitivity and specificity

Getting to our customerThe world of direct sales and medical marketing

MammOpticsInterviews

Breast Cancer Advocacy Groups

OB/GYNs

FDA/Clinical Trials

Medical Sales

Be Bright PinkJennifer Glover

Dr. Cindy WooDr. Jags Powers

Dr. Aaron Shuvkan

Katrina BellTanay Dudhela

Jed Hwang

Phyllis WhitelyCarl Simpson

MammOpticsMarketing

Access to ACOG by former member

Strong influence on doctors via ACOG Standard of Care

Strongly influenced by

KOLs

MammOpticsMarketing

Researchers conducting

important clinical trials

Researchers with numerous

publications

Outsourced survey research

Researchers with strong peer

recommendations

MammOpticsMarketing

Focus on prominent journals Need two big

publications

Choose KOL as Principal Investigators (PI)

MammOpticsMarketing

Effective method for educating doctors

Doctors required to attend workshops

Workshop must be approved by ACOG

Taught by objective medical experts

MammOpticsMarketing

ACOG Annual Clinical Meeting

Miami Breast Cancer Conference

Opportunity for feedback from

doctors

MammOpticsMarketing

Trusted information source for patients

Critical opinion leader for technology adoption

Access to media outlets

MammOpticsMarketing

IndividualDoctors

Purchasing Administrato

rs

High value medical products

(e.g. cardiovascular stents)

Commodity medical products

(e.g. latex gloves)

• Doctor education• Direct feedback from doctors• Very expensive

• No doctor education• No customer feedback• Inexpensive

Direct Sales

Distributors

MammOpticsChannel Strategies and Costs

Individual Doctors

Purchasing Administrato

rs

Channel Strategies and CostsMammOptics

5 dedicated sales people$150,000 each/year

Hire nurses or technicianswith establishedrelationships

Early adopter feedback

Continue with core group of sales people

Use women’s healthcare equipment distributor

Already established network of customers

Sales strategy 1 Sales strategy 2

MammOpticsPricing Strategy

Equipment Lease model

Per-use model

Consumable

Cost of the device

Service per year

Per-use fee

Consumable

$50,000

$3,000

0

0

$5,000

$10,000

0

0

$5,000

0

$50

0

$25,000

0

0

$20

MammOpticsPricing Strategy

Equipment Lease model

Per-use model

Consumable

Cost of the device

Service per year

Per-use fee

Consumable

$50,000

$3,000

0

0

$5,000

$10,000

0

0

$5,000

0

$50

0

$25,000

0

0

$20

Approved by

customers and

investors

ACOGACS

Doctor specialty

committee

Hospital Administrati

on

Technician

RadiologistMammography

MammOpticsCustomer Workflow

Current market Insurance

ACOGACS

Doctor specialty

committee


on

Technician



Current market

But what would happen if we replace mammography?

Insurance

ACOGACS

Doctor specialty

committee


on

Technician

Radiologist

Mammography


Breast Radiologists

Technicians Hospitals

Loss of jobs

Loss of jobs Eliminates loss leaderPuts emphasis on

biopsies

Insurance

ACOGACS

Doctor specialty

committee


on

Technician

Radiologist

Mammography


Insurance

ACOGACS

Doctor specialty

committee


on

Technician

Radiologist

Mammography


InsuranceSame cost as mammography

($140)Reduced number of biopsies

($1000)

ACOG/ACSImproved healthcare(mammography weak

technique)

Insurance

ACOGACS

Doctor specialty

committee


on

Technician

Insurance

Radiologist

Mammography


Insurance

Doctor specialty

committee


on

Technician



ACOGACS

MammOptics

Patient

PCPOB/GYN

Insurance

Doctor specialty

committee


on

Technician

Radiologist

Mammography


ACOGACS

MammOptics

Patient

PCPOB/GYN


on

Technician

Radiologist

Mammography

MammOptics

Patient

PCPOB/GYN

PCP OB/GYNsIncreased revenue

More complete patient care

PatientImproved healthcare

Comfort

MammOpticsRevenue

ACOGACS

Doctor specialty

committee


on

Technician

Insurance

Radiologist

Mammography


MammOptics

Patient

PCPOB/GYN

OB/GYNsPCPs

Direct Sales to hospitalsDistributor

Strong clinical dataTrainingMaintenanceConferencesCME courses

Product DevelopmentClinical trialsOperating CostsMarketing Costs

Capital Equipment Sales and disposable itemPer use fees

Product DevelopmentIPClinical trialsFDAPublishing


Leading doctorsKey Opinion Leaders3rd party manufacturersDistributorsBreast Cancer FoundationsACOGACS




OB/GYNsPCPs





Product DevelopmentIPClinical trialsFDAReimbursementPublishing






Learned how to reach the customer

How do we build a company based on this?

Building the companyThe backstage of a medical device company

MammOpticsInterviews

FDA Clinical Trials

Manufacturing

Venture Capitalists

Reimbursement

Stanford Statistics Steve AxelrodMarga Ortigas-

Wedekind

Nick MourlasDon

Archambault

Shannon BergstedtAli Habib

Dana MeadBill Starling

Doctors/Sales

Dr. Aron Shuftan

Jed HwangMichael J. Nohr

Manufacturing

MammOpticsPartners

Choose manufacturing facility close to

home

Manufacturing Reimbursement

MammOpticsPartners

Difficult to get coverage for new product.

Manufacturing

MammOpticsPartners

Reimbursement PartnersMammOptics

Insurances

CPT Codes$75-$150

MammOpticsPartners

Manufacturing

FDA Clinical Trials

Reimbursement

510K vs. PMALargest cost

Biggest financial risk

Clinical Trials

12/4/2009

Stage 1Pilot trials

50 patients$600K

MammOptics

6 months

FeasibilityComparison

with mammograph

y

Clinical Trials

12/4/2009

MammOptics

6 months 15 months

Stage 1Pilot trials

Stage 2Interim trials

500 patients$7.2M

Prove superior safety-

efficacy & sensitivity

Clinical Trials

12/4/2009

MammOptics

6 months 15 months

Stage 1Pilot trials


24 months

Stage 3FDA

pivotal trials1500

patients$20.5M

FDA class II, 510(K) w/ trials

Focus on superiority &

economic end-points

Clinical Trials

12/4/2009

MammOptics

6 months 15 months

Stage 1Pilot trials


Stage 3FDA

pivotal trials

Stage 4Post-

market studies2000 patients$26.8M

Specific Cat III CPT/ACP CodesMarket traction

24 months24 months

Clinical Trials

12/4/2009

MammOptics

6 months 15 months

Stage 1Pilot trials


Stage 3FDA

pivotal trials$600K

$7.2M

$20.5M

$26.8M

Stage 4Post-

market studies

24 months 24 months

MammOpticsPartners

MammOpticsPartners

Manufacturing

FDA Clinical Trials

Reimbursement

Financial timeline

Funding

$10M

$15M

2012

Series A $3.5 MM

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Initialize

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016

Series B $9 MM

System

2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

Launch

Series C $30.5 MM

$30M

$20M

Regulatory / Clinical

Series D $35

MM

M&A / IPO $50 MM

$40M

98 12/4/2009

Proof of Concep

t

Pilot Studie

s

IC and Processing Patents

Marketable Product

Provisional Patent

Beta-Versio

n Testin

g

Application and

System Patents

IRB / IDE

Clinical Results

Second Release

Initial Product Launch

Specific Codes (Cat. I CPT / APC)

Non-Specific Codes

1st Release

Test

2nd Release Test

Publication

Post-Market Clinical Studies

Beta Prototype

US Interim Trials

FDA – Class II – 510 (k) with Clinical Trials

Publication

Financial / Operations Timeline

Cat III

CPT

US Pivotal Clinical Trials

Laboratory

Prototype

Technology

Licensing

MammOpticsMammOptics

Financial timeline

$10M

$15M

2012

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Initialize

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016 2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

$30M

$20M

$40M

99 12/4/2009

Proof of Concep

t

Provisional Patent


Technology

Licensing


$10M

$15M

2012

Series A $3.5 MM

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Initialize

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016

System

2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

$30M

$20M

$40M

100 12/4/2009

Proof of Concep

t

Provisional Patent

Beta-Versio

n Testin

g

Laboratory

Prototype

Beta Prototype

Technology

Licensing


Pilot Studie

s


$10M

$15M

2012

Series A $3.5 MM

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016

Series B $9 MM

System

2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

$30M

$20M

$40M

101 12/4/2009


Marketable Product

Beta-Versio

n Testin

g

Application and

System Patents

IRB / IDE

Beta Prototype


Pilot Studie

s


Laboratory

Prototype


$10M

$15M

2012

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016

Series B $9 MM

System

2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

Series C $30.5 MM

$30M

$20M


$40M

102


Application and

System Patents

IRB / IDE

Cat III

CPT

Second Release

1st Release

Test

US Interim Trials US Pivotal Clinical Trials

Publication


Pilot Studie

s


$10M

$15M

2012

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016 2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

Launch

Series C $30.5 MM

$30M

$20M


Series D $35

MM

$40M

103 12/4/2009

Clinical Results

Second Release


Non-Specific Codes

2nd Release Test

Publication

US Interim Trials


Publication




$10M

$15M

2012

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016 2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

Launch

$30M

$20M


Series D $35

MM

M&A / IPO $50 MM

$40M

12/4/2009

Clinical Results



Non-Specific Codes

Publication



Financial / Operations TimelineMammOpticsMammOptics

$10M

$15M

2012

Series A $3.5 MM

Cash

Rese

rve

Clin

ical

Mile

stones

$5M

Initialize

Desi

gn

Mile

stones

Reg

ula

tory

/ IP

M

ilest

ones

Q1 Q2 Q3 Q4

2013Q1 Q2 Q3 Q4

2014Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016

Series B $9 MM

System

2017Q1 Q2Q1 Q2 Q3 Q4

2018Q3

Launch

Series C $30.5 MM

$30M

$20M


Series D $35

MM

M&A / IPO $50 MM

$40M

105 12/4/2009

Proof of Concep

t

Pilot Studie

s


Marketable Product

Provisional Patent

Beta-Versio

n Testin

g

Application and

System Patents

IRB / IDE

Clinical Results

Second Release



Non-Specific Codes

1st Release

Test

2nd Release Test

Publication


Beta Prototype

US Interim Trials


Publication


Cat III

CPT


Laboratory

Prototype

Technology

Licensing


Radiation-freeEarlier detectionNon invasive

Pioneering DoctorsHospitals

Direct Sales to hospitals







MammOpticsBusiness Model Canvas 1

Radiation-freeEarlier detectionNon invasive








HospitalsLeading doctors3rd party manufacturersDistributorsResearch Hospitals









Hospitals (Capital Spending Committee)Leading doctors3rd party manufacturersDistributorsResearch HospitalsBreast Cancer Foundations

Doctors:Earlier detectionPriceAccuracyImmediate Results



OB/GYNsPCPs





Product DevelopmentIPClinical trialsFDAReimbursementPublishing






OB/GYNsPCPs





Product DevelopmentIPClinical trialsFDAReimbursement Publishing


KOLs3rd party manufacturersDistributorsBreast Cancer FoundationsACOGACS




OB/GYNsPCPs




Per use fees



KOLs3rd party manufacturersDistributorsBreast Cancer FoundationsACOGACSClinical trial designer




OB/GYNsPCPs




Per use fees



KOLs3rd party manufacturers(local)Breast Cancer FoundationsACOGACSClinical trial designer




WHAT ARE YOU “REALLY”THINKING?

115

116

! Holy Cow !

! I don’t know any of this stuff !

? How deep do I need to go ?

:HELP:

117

:Think:

• In practice I call “Version 1.0” a “Splat”– I find it sets the tone/expectation much better– Nb. expectation is that this phase requires 2 to 3 passes

( or iterations ) before its done.• Keys

– You want to figure out what you know and don’t know. • :Issue: A lot of people are afraid to “write down” what they don’t

know, or accept that they don’t know.– The real work is “Outside” the building to fill in the blanks

& convert assumptions into facts

118

Before You Start

• Board and Management Buy-In – “Learning & discovery” not execution

• Customer Development Team – Not traditional hires

• Sufficient funding for 2-3 passes

:Aside:

119

! Titles Matter !“Traditional organizations & titles fail”

• People equate their titles with their functions– Standard titles describe execution functions

• We need new titles consistent with “learning & discovery” functions

CEO

VP Eng VP Mkt VP Sales VP Biz Dev

:Aside:

120

In Front of Customer Positions

Customer Development Team“Tasks”

CEO

VP Product Dev

Technical Visionary

Business Visionary

Business Execution

Nb. This doesn’t mean “VP, Product Dev” doesn’t visit customers

:Aside:

Documenting

• “Not too much and not to little”

• Get to know yourself– Basic Rule of Thumb

• Marketers like to analyse and plan – Ie lotsa documentation

• Sales likes to live in the field– Ie none

121

Design The Tests

• These can be simple.

• Q. How Accurate is our Service Journey Sketch?

• Action: Review our “Service Journey Sketch” with Emergency Staff at “n” hospitals.

123

2a customer discovery ( canvas and story ).2013.q2

Education