Remove Business Model Remove Customer Development Remove Demand Remove Marketing
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Customer Development in Japan: a History Lesson

Steve Blank

I asked Tsutsumi-san to write a guest post for my blog to describe his experience with Customer Development in Japan. Leveraging my marketing skills, I successfully made what Steve calls an “onslaught launch”, generating a lot of press coverage and apparent early success. But customers didn’t agree.

Japan 301
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Raising Money Using Customer Development

Steve Blank

Chasing funding versus chasing customers and a repeatable and scalable business model, is one reason startups fail. Chasing funding versus chasing customers and a repeatable and scalable business model, is one reason startups fail. Are there customers for what you are building? How many are there?

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The Customer Development Manifesto: Reasons for the Revolution.

Steve Blank

After 20 years of working in startups, I decided to take a step back and look at the product development model I had been following and see why it usually failed to provide useful guidance in activities outside the building – sales, marketing and business development.

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Everything You Ever Wanted to Know about Marketing Communications

Steve Blank

She was an academic on leave from Stanford now selling SAAS software to large companies, but was being inundated with marketing communications advice. “My I reminded her that all the Lean tools she learned in class–Customer Discovery, business model and value proposition canvases– contained her answer.

Marketing 315
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How To Find the Right Co-Founders?

Steve Blank

Surprisingly if you’ve filled out the business model canvas you already know who you need. I was having breakfast with Radhika, an ex-grad student of mine who wanted to share her Customer Discovery progress for her consumer hardware startup. ——-. I told Radhika this is a perennial question for startups.

Cofounder 335
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Apple Vision Pro – Tech in the Search of a Market

Steve Blank

But the product/market fit of this first iteration is a swing and a miss. Marketing and capital expenses (new factory, high R&D expense) were predicated on consumer-scale sales. I got a preview of PhotoCD when I was the head of marketing at SuperMac , a supplier of hardware and software for graphics professionals.

Search 286
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The Lean LaunchPad Class: It’s the same, but different

Steve Blank

The class was unique in that it was 1) team-based, 2) experiential, 3) lean-driven (hypothesis testing/business model/customer development/agile engineering). This type of teaching firepower and headcount was necessary as the teaching team expanded the class size to meet student demand. Class Size.

Lean 254