1. NSF I- Corps The Lean LaunchPad Lecture 3 Customer Segments Who Are Your Customers? What Job Do They Want You to Do? 6/18/12

2. Customer Segments Who Are They? Why Would They Buy?

3. © 2012 Steve Blank

4. Product/Market Fit

5. MVP Products & Services Gain Creators Pain Killers The Value Proposition

6. Pain = Customer Problem Gain = Customer Solution

7. Persona /Archetyp e Jobs Problem or Need Gains Pains The Customer Segment Market Type

8. MVP Product s & Services Gain Creators Pain Killers Persona /Archetyp e Jobs Proble m or Need Gains Pains Product/Market Fit

9. Jobs to Be Done Problems/Needs What is the customer segment trying to get done? Is it a problem or a need?

10. Customer Segments – Jobs/Needs What functional or social jobs are getting done? –(e.g. perform or complete a specific task, solve a specific problem or trying to look good, gain power or status,...) What emotional jobs? –(e.g. esthetics, feel good, security,...) What basic needs are you helping your customer satisfy? –(e.g. entertainment, communication, sex,...)

11. Buyer/Co-Creator/Transferor Are they a buyers –(e.g. comparing offers, deciding, buying, taking delivery of a product or service,...) Are they co-creators –(e.g. co-designing with solution providers, contributing value to the solution,...) Are they transferors' –(how customers dispose of a product, transfer it to others, or resell,...)

12. Customer Segment Jobs - Rank Rank each job according to its significance to the customer. Is it crucial or is it trivial? For each job indicate the frequency at which it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations –(e.g. while driving, outside,...)

13. Customer Pains undesired costs and situations, risks, negative emotions

14. Customer Segments – Pains What do your customers find too costly? –(e.g. takes a lot of time, costs too much, requires substantial efforts,...) How are current solutions underperforming? –(e.g. lack of features, performance, malfunctioning,...) What are the customers main difficulties and challenges? –(difficulties getting things done, resistance,...) What’s keeping your customer awake at night? –(e.g. big issues, concerns, worries,...)

15. Customer Segments – Pains What barriers are keeping customers from adopting? –(e.g. upfront investment costs, learning curve, resistance to change,...) What makes your customers feel bad? –(e.g. frustrations, annoyances, things that give them a headache,...) What risks do customers fear? –(e.g. financial, social, technical risks, or what could go awfully wrong,...

16. Customer Gains benefits the customer expects, desires or is surprised by. includes functional utility, social gains, positive emotions, and cost savings

17. Customer Segments – Gains Which savings would make your customer happy? –(e.g. in terms of time, money and effort,...) What outcomes do they expect and what would go beyond their expectations? –(e.g. quality level, more of something, less of something,...) How do current solutions delight your customer? –(e.g. specific features, performance, quality,...) What would make your customer’s job or life easier? –(e.g. flatter learning curve, more services, lower cost of ownership,...)

18. Customer Segments – Gains What positive social consequences do they desire? –(e.g. makes them look good, increase in power, status,...) What are customers looking for? –(e.g. good design, guarantees, specific or more features,...) What do customers dream about? –(e.g. big achievements, big reliefs,...) How does your customer measure success and failure? –(e.g. performance, cost,...) What would increase the likelihood of adopting a solution? –(e.g. lower cost, less investments, lower risk, better quality, performance, design,...)

19. Customer Persona/Archetype

20. Define Customer Archetype/Persona Who are they? –Position / title / age / sex / role How do they buy? –Discretionary budget (name of budget and amount) What matters to them? –What motivates them? Who influences them? –What do they read/who do they listen to? Draw a Day in the Life of the customer

21. Market Type

22. Type of Market Changes Everything Existing Market Resegmented Market New Market Clone Market

23. Type of Market Changes Everything Market –Market Size –Cost of Entry –Launch Type –Competitive Barriers –Positioning Sales –Sales Model –Margins –Sales Cycle –Chasm Width Finance Ongoing Capital Time to Profitability Customers Needs Adoption Finance Ongoing Capital Time to Profitability Customers Needs Adoption Existing Market Resegmented Market New Market Clone Market

24. Definitions: Four Types of Markets Existing Market –Faster/Better = High end Resegmented Market –Niche = marketing/branding driven –Cheaper = low end New Market –Cheaper/good enough can create a new class of product/customer –Innovative/never existed before Clone Market Local adaptation Existing Market Resegmented Market New Market Clone Market

25. Market Type determines:  Rate of customer adoption  Sales and Marketing strategies  Cash requirements Market Type ExistingResegmentedNewClone CustomersKnownPossibly KnownUnknownPossibly Known Customer Needs PerformanceBetter fitTransform- ational improvement Local version CompetitorsManyMany if wrong, few if right None RiskLack of branding, sales and distribution ecosystem Market and product re- definition Evangelism and education cycle Misjudge local needs ExamplesGoogleSouthwestGrouponBaidu

26. Market Type - Existing Incumbents exist, customers can name the mkt Customers want/need better performance Usually technology driven Positioning driven by product and how much value customers place on its features Risks: –Incumbents will defend their turf –Network effects of incumbent –Continuing innovation

27. Market Type – Resementing Existing Low cost provider (Southwest) Unique niche via positioning (Whole Foods) What factors can: –you eliminate that your industry has long competed on? –Be reduced well below the industry’s standard? –should be raised well above the industry’s standard? –be created that the industry has never offered? (blue ocean)

28. Market Type – New Customers don’t exist today How will they find out about you? How will they become aware of their need? How do you know the market size is compelling? Which factors should be created that the industry has never offered? (blue ocean)

29. Market Type – Clone Takes foreign business model and adapts it to local conditions –Language –Culture –Import restrictions –Local control/ownership Need market large enough >100 million

30. Corporate Customers Business to Business (B to B)

31. What do they want you to do? Increase revenue? Decrease costs? Get them new customers? Keep up with or pass competitors? How important is it?

32. Market Type & Ignoring Customers Existing Market? Resegmenting an Existing Market? –niche or low cost New Market? When do I ignore customer feedback?

33. Who’s the Customer in a Company? User? Influencer? Recommender? Decision Maker? Economic Buyer? Saboteur? Archetypes for each?

34. How Do They Interact to Buy? Organization Chart Influence Map Sales Road Map

35. Pass/Fail Signals & Experiments How do you test interest? Where do you test interest? What kind of experiments can you run? How many do you test?

36. How Do They Hear About You? Demand Creation Network effect Sales

37. Consumer Customers Business to Consumer (B to C)

38. What do they want you to do? Does it entertain them? Does it connect them with others? Does it make their lives easier? Does it satisfy a basic need? How important is it? Can they afford it?

39. Market Type & Ignoring Customers Existing Market? Resegmenting an Existing Market? –niche or low cost New Market? When do I ignore customer feedback?

40. Consumer Customers Do they buy it by themselves? Do they need approval of others? Do they use it alone or with others?

41. How Do They Decide to Buy? Demand Creation Viral? SEO/SEM Network effect? AARRR (Dave McClure)

42. Pass/Fail Signals & Experiments How do you test interest? Where do you test interest? What kind of experiments can you run? How many do you test?

43. The Consumer Sales Channel A product that’s bits can use the web But getting a physical consumer product into retail distribution is hard Is Wal-Mart a customer? More next week

44. Multi-Sided Markets Business to Business to Consumer (B to B to C)

45. Who’s The Customer? Consumer End Users, Corporate Customers Pay Multiple Consumers Etc.

46. Multiple Customer Segments Each has its own Value Proposition Each has its own Revenue Stream One segment cannot exist without the other Which one do you start with?

47. Customer Segment Examples

48. Meet Xing Xie Engineering graduate student –Receives financial package to cover tuition, fees, insurance and living expenses Chinese 4-2-1 family –No siblings, spoiled by parents –High disposable income 1 st time to America –No credit score, SSN, or US address –Strong ties to his community in China Academically responsible –Completes all homework on time Financially responsible –Pays all bills on time and in full Social network is similarly responsible Art Xing International Graduate Student at Stanford

49. Our Customers Professional Kite Surfers Solely concerned with performance Average Kite Surfer Performance and cost sensitive “One less thing to carry” effect Prospective Kite Surfer Cost sensitive Learning barrier Results:

50. Joe “Dude” Marrama Loves to ski, surf, rock climb Salary ~100K/year Looking for something to do when the surf’s blown out Intimidated by cost and learning curve of kiting “Companies need to offer more entry level packages." Matt Sexton Founder Collegiate Kiteboarding Association Customer Archetype:

51. Customer Workflow 51 ™ 5/23/2012 Phase I: Design Phase II: Prototyping Phase III: Manufacturing Phase IV: Final Product 6-8 weeks3-4 weeks8-12 weeks3-4 weeks CTO

52. Farmers Gov’t subsidi es Hungry folks or cars Seed banks, Ag-Bio Heavy equipmen t Water systems Seeds, pest/ weed control Planting/tilling/harvest Controlled irrigation IT Nutrient manageme nt Regulato ry fees The Ecosystem Mitigate fines $$

53. Customer Segments Commercial Institutions: –Primary Market –$1.4B (Globally) –License and Revenue sharing agreements Academic Labs: –Secondary Market –Increase Visibility of Tech –$140 M (North America) –Product Sales

54. Everything is an effort Post-poning couple time Planning the next visit Don’t communicate trivial things Send each other things through email/text Living different lives Laugh less Multitasking Missing out Disconnected Lonely Left aside Frustrated Many short call throughout day I’m busy The Problem

55. Heat Exchanger Manufacturer Design Sources and Technical Experts

56. Insurance Company Doctor Service Provider Patient GlucoSentient Medical Services Data Service In House Care Services Payment

57. Fluid Synchrony Electronic Health Records Hospitals (Anesthesiologists Neurosurgeons) Pump + Controlle r Support Services Bundled Kits Electroni c Records Scheduled follow-up Patient Discharged Surgery/Rx/ reprogrammin g Trial period/ Home setting Partners/ OEMS Partners/ OEMS Actionable feedback to doctors/institutions E-prescription / closing loop - Process shortened to days - Improves outcomes What We Found: Patient Care Flow

58. 58 Fluid Synchrony Pay for coverage Hospital Reimbursement Product purchase Service provided CPT reimbursement Pump $13,305 Surgical Kit $2887 Refill Kit $200 What We Found: Value Chain

59. Position in Value Chain OmegaChem

60. Surfactants: new market ($24bn) Monomer manufacturer Monomer manufacturer Surfactant Formulator Surfactant Formulator Polymer formulator Polymer formulator Polymer user Polymer user Surfactant user Surfactant user Consumer facing company Consumer facing company Consumer Value Proposition, Customer Segments: Results Monomer manufacturer Monomer manufacturer Polymer formulator Polymer formulator Polymer user Polymer user Consumer facing company Consumer facing company Consumer “Have you considered surfactants space?” - DSM

61. Product and Payment Flows 61 B2B2C customer relationship MySkin Technology customer are also strategic partners Instrument is simple and inexpensive enough for broad deployment B2B2C customer relationship MySkin Technology customer are also strategic partners Instrument is simple and inexpensive enough for broad deployment Contract Manufacturer Cosmetics Firm or Spas / Salons MySkin Tech Department Stores or Sales Reps Consumer MySkinTone ProductMoneyCosmetics $200 unit $500 - $1K unit Cosmetic Money $250 Year Increased Sales

62. 62 Precursor Synthesis Finished product Precursor in Cassette Cassette (device) I-Corps Final Presentation 12/14/11

63. Patients Sourcing for Expanded Product Offering Fluid Synchrony Electronic Health Records OEMS Hospitals (Anesthesiologists Neurosurgeons) Pain Clinic (Anesthesiologists Neurosurgeons) Pump + Controlle r Support Services Bundled Kits Electroni c Records 63 Partner

64. MammOptics Private practice purchasing decision tree

65. MammOptics Hospital purchasing decision tree

66. Insurance Doctor specialty committee Hospital Administration Technician Radiologist Mammography MammOptics Customer Workflow ACOG ACS MammOptics Patient PCP OB/GY N