Remove Business Model Remove Customer Development Remove Technology Remove Venture Capital
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Customer Development in Japan: a History Lesson

Steve Blank

The book has been shepherded and edited by a great Japanese VC at Mitsui Sumitomo Insurance Venture Capital, Takashi Tsutsumi, with help from Masato Iino. I asked Tsutsumi-san to write a guest post for my blog to describe his experience with Customer Development in Japan. But customers didn’t agree.

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Launching a Portfolio Acceleration Platform at a Venture Capital or Private Equity Fund

David Teten

Almost every private equity and venture capital investor now advertises that they have a platform to support their portfolio companies. The popularity of the model can be judged by the fact that the U.S. Customer Development. A well-developed model is Andreessen Horowitz’s Executive Briefing Center.

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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. Therefore the very foundations of teaching entrepreneurship should start with how to search for a business model. Business Model Versus Business Plan.

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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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Times Square Strategy Session – Web Startups and Customer Development

Steve Blank

I was in New York last week with my class at Columbia University and several events made me realize that the Customer Development model needs to better describe its fit with web-based businesses. And without revenue how do we know if we achieved product/market fit to exit Customer Validation?”

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When Hell Froze Over – in the Harvard Business Review

Steve Blank

For decades this revered business magazine described management techniques that were developed in and were for large corporations – offering more efficient and creative ways to execute existing business models. Business-as-usual management techniques focused on efficiency and execution are no longer a credible response.

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The Customer Development Manifesto: Reasons for the Revolution.

Steve Blank

In the next few posts that follow, I’ll describe more specifically how this model distorts startup sales, marketing and business development. The greatest risk in startups —and hence the greatest cause of failure—is not the technology risk of developing a product but in the risk of developing customers and markets.