1. Paul Cubbon Blair Simonite
Lean LaunchPad Q3 2013
Paul Cubbon
Blair Simonite

2. The e@ubc team Paul Cubbon Blair Simonite Andy Talbot Sean Lumb
Blair Simonite
Andy Talbot
Sean Lumb

3. Course Introduction Customer discovery and b-model design
Course objectives
How the class works
Blogs, backchannel
The Contract
Instructors
Mentors
teams
teams, mentors, guests. Logisitcs for the morning and the program. Incl. blog and back-channel. The contract – promises, expectations, and consequences.

4. Steve Blank’s “Customer Development” 2006
Problem: Startups fail from lack of customers, not lack of product
Solution: Develop Customers and Products together

5. Customer Development is as important as Product Development
Concept/ Bus. Plan
Product Dev.
Alpha/Beta Test
Launch/
1st Ship
Customer Development
Customer Discovery
Customer Validation
Customer Creation
Company
Building

6. Lean Startup – Eric Ries
What’s A Startup
“A human institution designed to create a new product or service under conditions of extreme uncertainty” pg 27
Quality
“If we do not know who the customer is, we do not know what quality is.” pg 107

7. A startup is not a small version of a large company.
Steve Blank 2012
A startup is not a small version of a large company.
A startup is a temporary organization in search of a scalable, repeatable, profitable business model.
Startup Owners Manual

8. This course is all about the Search
Search vs. Execution
This course is all about the Search

9. Objectives
Learn how to organize & execute sales, marketing and business development in your search for a viable business model for your product
Learn relevant “people skills”
Listening, inquiry, presenting, mindset
Entrepreneurship is about people as much as product
Have fun along the way

10. Principles
Hypothesize & test your value proposition, customer segments, revenue model...
Get out of the building and talk to customers.
Fail early, pivot fast!
Our focus is on customers and the market, not the technology or product. 10

11. Process

12. The Biz Plan The Plan Opportunity Customers Strategy Business Model
Resources
Financial
Physical
Intellectual
Deal
Reward, Risks
Incentives
Ownership
Harvest
People
The Team
Capabilities
Attitude
Reputation
Opportunity
Customers
Strategy
Business
Model
The
Plan
Chapter 7: Figure 7.3
Technology Ventures: From Idea to Opportunity

13. The Business Model Canvas

14. :example:
Apple Canvas

15. Keep Track of Iterations
Week n
Week 2
Week 1

16. Hypotheses
test
Guess
Guess
Guess
Guess
Guess
Guess
Guess
Guess
Guess

17. Biz Model Canvas Links :More: http://www.businessmodelgeneration.com/
Customer Development & Biz Model Canvas Combined

18. Markets & Customers

19. Technology adoption Peter Drucker says -
There will always, one can assume, be the need for some selling. But the aim of marketing is to make selling superflous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself.
Reference: pages 20 & 21 in “Essential Drucker”.

20. Technology adoption curve
Pragmatists:
Stick with the herd!
Conservatives:
Stick with what’s proven!
Visionaries:
Skeptics:
Just say No!
Get ahead of the herd!
Techies:
Just try it!
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

21. New Market “Chasm” Pragmatists Conservatives Early Adopters Laggards
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

22. ? Instant Success ? In 4th year after launch. ( ie 6 years )
This is as fast as it gets.
NB. Apple's fiscal year ends in September. This means that Q1 includes the holiday season, which accounts for jumps in the data. Fiscal Q1 is Oct - Dec of previous year. So Q1 of 2008 is Oct - Dec of 2007, Q2 of 2008 is Jan - Mar of 2008 and so on.

23. The Process

24. Study/Plan and Act
Market Analysis
Market Pursuit

25. It’s The Scientific Process
Hypothesis
Develop Test
Observe
Analyze Results
Revise Hypothesis
Do it again ( many times … Quickly )
Apply to Customers
Product / Market Fit is what you are looking for.
Is not obvious

26. Six steps to Acting as an entrepreneur
Chapter 2: Figure 2.1

27. iPod Timeline
Cycling, Cycling, and more Cycling

28. Search vs. Execution

29. Execution Looks Like This
Search Looks Like This
Bill Buxton, “Sketching User Experience”

30. Expect multiple iterations

31. Model – Knowledge Funnel “What Do You Know”
YOU ARE HERE
Model – Knowledge Funnel “What Do You Know”
Roger Martin’s Knowledge Funnel
Mystery
Heuristic
Algorithm
! Very Useful for our class !
You start in the Mystery Zone
( the guesses )
Success is getting it to “Heuristic zone”
(what are the “rules-of-thumb”)
Grand Slam is getting it to the “Algorithm” zone
(repeatable, scalable, profitable)
Source: Design of Business, Roger Martin

32. Summary

33. The 8 weeks In Class In Between Classes Paul/Blair Presentations
How the Class Works
The 8 weeks
In Class
Paul/Blair Presentations
Process, Theory, Personal Skills
Every class: teams do project update presentations
TAM/SAM, Canvas, Experiments, #Calls
In Between Classes
“You” Get Out of the Building
“You” Blog Your Progress
“We” monitor & comment on blogs

34. Break