Remove Channel Remove Product Development Remove Revenue Remove Silicon Valley
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Is the Lean Startup Dead?

Steve Blank

Tech IPO prices exploded and subsequent trading prices rose to dizzying heights as the stock prices became disconnected from the traditional metrics of revenue and profits. First Movers” didn’t understand customer problems or the product features that solved those problems (what we now call product-market fit).

Lean 335
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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. So what’s wrong the product development model?

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The Leading Cause of Startup Death – Part 1: The Product.

Steve Blank

This series of posts is a brief explanation of how we’ve evolved from Product Development to Customer Development to the Lean Startup. The Product Development Diagram Emerging early in the twentieth century, this product-centric model described a process that evolved in manufacturing industries.

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Strategy Roundtable For Entrepreneurs: Non-dilutive Financing Through Revenue Sharing

ReadWriteStart

This partnership speaks to a core philosophy of the program where we encourage entrepreneurs to get as much customer validation as possible before raising too much money, use other people's channels if you can get to them, don't burn too much cash, and all that good fiscal conservative stuff. million in revenue.

Dilution 114
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Why Every Company Needs a Growth Manager

Seeing Both Sides

Growing revenue and profits is a core objective of most companies, and it is the responsibility of every function to contribute to the pursuit of this goal. Yet, the Growth Manager role remains poorly understood, especially outside Silicon Valley. Each channel has its own advantages, trade-offs, and idiosyncrasies.

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Why Every Company Needs a Growth Manager

Seeing Both Sides

Growing revenue and profits is a core objective of most companies, and it is the responsibility of every function to contribute to the pursuit of this goal. Yet, the Growth Manager role remains poorly understood, especially outside Silicon Valley. Each channel has its own advantages, trade-offs, and idiosyncrasies.

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Customer Development Manifesto: Market Type (part 4) « Steve Blank

Steve Blank

In future posts I’ll describe how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agile development. After twelve months Handspring’s revenue was $170 million. They never understood Market Type. End result?