puc class4 cust_dev
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With the Support of:
www.realstarters.com
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ICS 2014How to Build a Startup
Class 4
Hablemos con Clientes desde el Día 1Customer Development
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INDEXPARTE 1• Dónde estamos?• Customer Development
• Discovery• Validation• Cust. Creation• Company Creation
• Discovery• Entrevista del Problema
• Status Grupos
PARTE 2• Presentación #1-
Gonzalo Saieg• Ing. Civil Industrial, MSc• Emprendedor (2 años)• Tema: “ Oportunidades
para Emprendedores en el Diseño de Productos”
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0_DÓNDE ESTAMOSQué hemos visto hasta ahora?
• Distintos caminos en la vida• Emprender el camino arriesgado• Por qué ahora?• Algunos Paradigmas (Dinero, Idea, etc)
Clase 1- Qué es Emprender
• Fallar en nuestra sociedad• La importancia de fallar temprano y seguido• Que es un MVP• Qué es un PIVOT
Clase 2- Miedo a Fallar
• Disruptive technology• Diferencia entre idea y oportunidad• Cómo generar y filtrar ideas• Ejecución & Canvas
Clase 3- Generar y Compartir ideas
• Framework de trabajo• Qué es y qué no es?• 4 pasos ; Discovery & Validation• Entrevistar a clientes
Clase 4- Ejecución, CustDev
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1_CustDevOrigenQué NO es?Qué ES?
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ENTENDIENDO LA METODOLOGÍAAlgunos conceptos clave
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#1 Origen
Steve Blank’s experience: “distilled from things I got right, and things I screwed up,” as well as by his observations of the practices of successful companies.
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#2 Early Adopter/Evangelista
Source: The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010 / Crossing the Chasm, Geoffrey A. Moore, 1991
EL ABISMO!!!
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Early Adopters
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#3 Segmentación
La práctica de dividir una porción grande del mercado en grupos identificables más
pequeños, que se caracterizan por compartir necesidades especificas y se referencian entre
ellos
Source: The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010
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Segmentación
• Moore’s Crossing the Chasm -> elegir un segmento y establecer el “punto de desembarque en la playa”
• Incluso atacando múltiples segmentos al mismo tiempo es más barato hoy en día->
• Apegarse a un segmento maximiza los beneficios de la segmentación
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Case
Source: www.jawbone.com
Dif. Tipos de Mercado
Source: Steve Blank, www.steveblank.com
Mercado Existente Mercado Resegmentado Mercado Nuevo
RÁPIDO NICHO/MKT > RIESGO
Dif. Tipos de Mercado
Source: Steve Blank, www.steveblank.com
Dif. Tipos de Mercado
Source: Steve Blank, www.steveblank.com
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Product Development
Source: Steve Blank, Four Steps to the Epiphany
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AHORA SÍ, CustDev4 pasos, 2 que importan ahora
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• Un framework de 4 pasos que permite descubrir y validar que:
- Hemos identificado un mercado para nuestro producto- Hemos construido un producto o servicio con características que atacan necesidades reales - Tenemos los métodos correctos para adquirir y convertir leads en ventas- Hemos desarrollado los recursos necesarios para escalar el negocio
The Entrepreneurs’s Guide to Customer Development, Brant Cooper & Patrick Vlaskovits , 2010
CustDev
Source: Steve Blank, Four Steps to the Epiphany
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CustDev
Discovery El producto resuelve un problema para un grupo identificado de usuarios
Validation Podemos vender el producto a un mercado lo suficientemente atractivo
Cust. Creation El modelo es escalable a través de un plan de ventas y marketing
Com. Creation Los departamentos y procesos operacionales son creados para escalar el negocio
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CustDev (más aterrizado)
• Customer Development es acerca de cuestionar las suposiciones del “core” de nuestro modelo de negocios
• Cada bloque es una Hipótesis (método científico):– Observar y describir el fenómeno – Formular una hipótesis para explicar el fenómeno– Usar la hipótesis para predecir resultados de futuros
eventos– Medir la predicción basada en tests experimentales
CustDev
PIVOT
Discovery & Validation
• Do you have a problem worth Solving?– Hypothesis statements
• Business Model Canvas (input)
– Customer Interviews
• Preparation• Problem Interview• Solution Interview
• Have you built something customers want?– MVP Experimenting– Product/Market fit testing
Customer DiscoveryProblem / Solution Fit
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Discovery
• Meta: Comprobar que el producto resuelve un problema para un grupo identificado de usuarios
• Darnos cuenta si vale la pena solucionar este problema ($$)
Cust. Discovery tasks
Source: Ash Maurya, Running Lean, 2010
Task#1 Discovery- Multiple Canvases
(done)Objective:– Document what is in our mind (hypotheses)– Document customer`s feedback on the
hypotheses we have (pivoting if necessary)– Common language
OBJECTIVE
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B.M. Canvas
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Lean Canvas
Task#2 Discovery- Interviews Preparation
Objective:– Get ready to start interviewing real customers– Select first potential customers (in the market
segment you decided to attack)– First approaches to the customer channels– Decouple the problem from the solution and test
the problem before binding yourself to a solution
OBJECTIVE
• B2C: Find at least 10-15 prospects for a 2 weeks interview period (1 week)
• B2B: Find between 5-10 prospects for a 2 weeks interview period (1 week)
• These prospect customers will be used to test your business model canvas hypotheses
• Prioritize where to start (which customer in my segment is more interesting?)
TO-DO
Task#2 Discovery- Interviews Preparation
• How to find prospects?1. 1 Degree contacts2. Ask for Intros3. Cold Calling, Emailing, LinkedIn4. Move around the Industry (e.g. Events, trade
shows, Meetups, etc)• Don’t be shy!
TIPS
Task#2 Discovery- Interviews Preparation
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Intro email
Objective: – Know which problem is worth solving for the
customer (Talk to customers to understand their worldview before formulating a solution)
– We want to answer:• Customer Segments: Who has the pain? (Early
adopters)• Problem: What are you solving?
OBJECTIVE
Task#3 Discovery- Problem Interview
We will test top 3 hypothesis on:– Problem– Customer
Segments– Current problem
solutions
TO-DO
Task#3 Discovery- Problem Interview
Task#3 Discovery -Problem Interview
TO-DO
Source: Ash Maurya, Running Lean, 2010
• Ask sufficient time (20-30 mins)• Use neutral location / prefer face to face• Do not record the customer• Use a script (flexible)• Document immediately
TIPS
Task#3 Discovery- Problem Interview
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RESUMIENDO
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Resumiendo
Key ConceptsFramework, not a path for
success (less risk)
Prepare your customer’s interviews
First step, validate the problem
Ocupar CustDev en mi idea- Discovery
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STATUS DE EQUIPOS
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SPEEDATINGHow was last week?
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PEDIDOS SEMANA PASADA1. Postear en el blog el proceso de creación del
canvas y su resultado2. Crear la propuesta de valorMi producto X soluciona el problema Y para el cliente Z, haciendo W3. Cada proyecto debe tener un logo!
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PEDIDOS SEMANA #51. Encontrar prospectos para las entrevistas2. Entrar al nuevo blog común3. Postear resultados de la búsqueda de
prospectos en el blog4. Actualizar canvas (lean canvas)
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EXTRACANVAS STEPS AND EXAMPLES
1.Walk up
2.Touch screen
3.Takes four photos
4.Prints photo strip
5.Live streams the photos to an in-room projector and/or website
www.businessmodelgeneration.com
Cost structure
Revenue streams
Key resources
Key activities
Key partners
Value propositio
n
Costumer relationships
Costumer segments
Channels
Print Photostrips on-site
Sponsors for booth
Electronics
Manufacturers
Printer Supply
Companies
Live-Stream Photos
Booth Electronics
Simple Enclosure
Custom SW
Makes events
more fun
Branded Memories
Follow Events
Live
Deep Brand
Interaction
Social Media
Direct Marketing
Wedding Sites
Word of Mouth
Production Companies & Agencies
Transport by Sales People
Events
Venues
Production Companies
& Ad agencies
10% to close the
deal
10% to execute the deal
Fixed Printer Supply Cost
Rental
Up-Sell
Booth Sale
www.businessmodelgeneration.com
Key partners
Sponsorship for discount on electronics in exchange for "powered by ... " advertising.
Relationships with Manufacturer for bulk orders
Relationship with Printer supplier for repeat orders
• Which partners and suppliers leverage your model?
• Who do you need to rely on?
Key activities What are the most important
tasks your company performs to create value?
The most important activity that we do is print the photostrips on site for
free to the consumer and immediately upload them to a projector or website
for live streaming / sharing of the event.
www.businessmodelgeneration.com
Key resources • Which resources underpin
your business model? • Which assets are essential?
• Booth Enclosure - Simple design that can be replicated and transported
• Booth Electronics - Camera, Flash, Touchscreen, computer, printer, printer supplies
• Custom Software
www.businessmodelgeneration.com
Value propositio
n What Benefits do you provide?Your value proposition should speak in
terms of the customer's emotions rather than your features. It will be at the heart of both your elevator pitch
and your sales material
The benefit is realized by two segments: 1. Owners & Event producers: Their events are more fun for their guests. 2. Brands: Branded memories on the photostrips, live streaming of photos to social media sites. The depth of brand interaction becomes evident as people make the photos their profile pictures and/or tag themselves.
www.businessmodelgeneration.com
Value propositio
n AnalogsWhat other companies and products
do we want to borrow ideas and behaviours from? How are they
related?
We want to borrow from digital billboards. The banner ad and the space on the screen that is visible during print times are media buying platforms. The latest trend in digital billboards is to use computer vision to identify characteristics of the person passing by and then to create a targeted advertisement to that person.
www.businessmodelgeneration.com
Value propositio
n AntilogsWhich companies are we actively
doing the opposite of?
Old school photobooths. We don't charge our guests. It's free for them, we charge the brand and the owners.
www.businessmodelgeneration.com
Costumer relationships
• What are you offering them? • What is it that is getting done for
them? • Do they care?
• We offer an experience to the user and great depth of interaction to the club / event owner (partners) and the brands (customers)
• Brands are reaching their targets, Event owners are producing a fun exp for their guests
• They care, because the users care, and the users care because it’s their photo
www.businessmodelgeneration.com
Channels How do customers find & buy our product?
How will you reach customers and harvest demand? Direct sales, TV ads,
blog & social media PR, SEO, retail presence?
Weddings: Through wedding sites (e.g., novio mingos), wedding production companies, social media, and word of mouth. Events: Through event production companies, direct sales marketing to club owners. Brand: Media buying agencies (e.g., OMD, Omnicon) or Ad agencies (Lowe Porta, Chiat Day)
www.businessmodelgeneration.com
Channels Sales or acquisition funnelDescribe your customer acquisition
funnel. What are the stages of intent a new customer goes through and how do you move them from curiosity to
purchase decision?
1. We want them to use the booth2. We rely heavily on the booth experience.3. We also use the website. We have photos from past events and a video of the booth in action.
www.businessmodelgeneration.com
Channels Who are our distribution and sales partners?
Who will we need to partner with to deliver our product through these
channels?
We function as a hub. Parts come to us from the suppliers and we distribute them to the clients.
The booths are directly transported by the sales people.
www.businessmodelgeneration.com
Costumer segments Who are we selling to?
Your customer segments (you might have several!) are the groups of
customers who share similar behaviors and buying habits. The more specific
you are, the easier tough product choices will be, since you'll know exactly who you're trying to help.
1. Events: Weddings, birthday parties, dances, etc.2. Venues: With this model we sell the booth directly.3. Production Companies (product is paid for by the brands as sponsors)
www.businessmodelgeneration.com
Costumer segments Earlyvangelists
Where within that segment will you find your very first customers, who will pay for a buggy product and still sing
its praises to their friends & colleagues?
Weddings & Clubs. Because we are first and are new. They will pay for the product because no one else can provide this service.
www.businessmodelgeneration.com
Costumer segments Purchase decision
Who is involved in making a purchase decision? Identify each person as a
user, influencer, recommender, economic buyer, or decision maker.
BudgetHow are funds allocated for this type
of purchase?
Current workflowDescribe the customer's daily life and work-flow without your product. What do they spend their time doing? Which
tools do they use?
www.businessmodelgeneration.com
Costumer segments Future workflow
Describe the customer's new work-flow once they've purchased and started
using your product. How important is it to their daily routine?
Other ProblemsIgnoring what you are planning to build
for a moment, what other problems does the customer have? What are the biggest pains in their job, where does their company or family lose the most
money or time?
www.businessmodelgeneration.com
Cost structure
What is the resulting cost structure?
Which key elements drive your costs?
www.businessmodelgeneration.com
Revenue streams
How do we make money?Subscriptions, service, add-ons,
advertising?
We start as a service company and the money we generate comes from event rentals
The future goal is to sell the booths to venues with an additional markup.
www.businessmodelgeneration.com
Revenue streams
Specific pricing plansWhat are the particular numbers
behind your revenue model?
Simple Rental: 450.000 CLP / boothFull Activation: 1.700.000 CLP/booth
www.businessmodelgeneration.com
Revenue streams
How much is one customer worth?What is the lifetime value per customer? For example, if you sell a watch for $500 and the
average customer spends $50 a year for 5 years on tune-ups, your LTV is $500+$50*5=$750
Since the product is currently being rented the value of each customer can be seen at the cost of each rental. Although, since we are a first mover there is implicit value in referrals. What we
have seen thus far is:
Wedding customer is worth 900.000 (assume 1 referral / wedding)
Event customer (e.g. Lolla) is worth 1.800.000 CLP (assume 3 referrals)
www.businessmodelgeneration.com
Revenue streams
Total cost of ownershipHow much does your customer need to budget to buy, own, and use your product? For example, you might sell a car for
$10,000, but your customer also needs to consider insurance, parking, gas, and so on.
Everything is included in the cost of the rental…
www.businessmodelgeneration.com
Revenue streams
Return on investment justificationHow much money/time/etc does will your product save a customer? Ideally, the return a customer
gets will be greater than their total cost of ownership.
We provide a platform from which venues can make a return on their investment through selling the advertising space on the photostrips. The value of this ad space is very high as brands are reaching a specific demographic at the event and through social media as the photos are uploaded to facebook and are
exposed to the social circles of those guests.
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