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The 47th (-46) International Business Model Competition

Steve Blank

The most visible step was the first International Business Model Competition , hosted by the BYU Rollins Center for Entrepreneurship and Technology. We’ve been teaching that the difference between a startup and an existing company is that existing companies execute business models, while startups search for a business model.

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The Customer Development Manifesto: Reasons for the Revolution.

Steve Blank

At their best, these processes provide detailed plans, checkpoints and milestones for every step in getting a product out the door: sizing markets, estimating sales, developing marketing requirements documents, prioritizing product features. So what’s wrong the product development model? before you ship.

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How To Build a Web Startup – Lean LaunchPad Edition

Steve Blank

As part of our Lean LaunchPad classes at Stanford, Berkeley, Columbia and for the National Science Foundation, students build a startup in 8 weeks using Business Model Design + Customer Development. Read Business Model Generation pages 1-72, and The Four Steps to the Epiphany Chapter 3. Lessons Learned.

Lean 333
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Why Real Learning is Outside the Building, Not Demo Day

Steve Blank

Over the last three years our Lean LaunchPad / NSF Innovation Corps classes have been teaching hundreds of entrepreneurial teams a year how to build their startups by getting out of the building and testing their hypotheses behind their business model. Whoah…were customers telling us we are a consumer product rather than B-to-B??

Lean 316
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Why Build, Measure, Learn – isn’t just throwing things against the wall to see if they work

Steve Blank

Founders assumed they understood customer problems/needs, wrote engineering requirements documents, designed the product, implemented /built the hardware/software, verified that it worked by testing it, and then introduced the product to customers in a formal coming out called first customer ship. Generating Hypotheses.

Lean 120
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Lead and Disrupt

Steve Blank

Try innovating inside a large company where 99% of the company is executing the current business model, while you’re trying to figure out and build what comes next. What you’re holding in your hand is a revolutionary document. You think startups are hard? Their book Lead and Disrupt describes how others can learn how to do so.

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Who Dares Wins – The 2nd Annual International Business Model Competition

Steve Blank

Alexander Osterwalder and I spent last week in Salt Lake City, Utah as judges at the 2 nd Annual International Business Model Competition , hosted by Professor Nathan Furr , and his team at the BYU Center for Entrepreneurship. In an existing corporation, the business plan is the execution document for sustaining innovation.