Steve Blank

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The LeanLaunch Pad at Stanford – Class 6: Channel Hypotheses

Steve Blank

This week they were testing their hypotheses about the sales “Channel” – how a company delivers its value proposition (i.e. There are two major channels: physical channels and virtual (web/mobile) channels. Virtual channels include Dedicated e-commerce, Two-step e-distribution and Aggregators.

Channel 215
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I-Corps @ NIH – Pivoting the Curriculum

Steve Blank

Next we teach Distribution Channels (how are you going to sell the product) and Customer Relationships (how do you Get/Keep/Grow customers) and Revenue Streams (what’s the Revenue Model strategy and pricing tactics.) Customer Relationships answers the question, “How will we create demand and drive it to our channel?”

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Why a Company Can’t “Be More Like a Startup”

Steve Blank

Its employees and investors don’t depend on an existing revenue stream. If they select a business model that targets industry incumbents, they don’t have to worry about upsetting existing customers, partners or distribution channels. Every Airbnb rental is a lost night of revenue for hotels that hate it. to stifle competition.).

Startup 275
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Why Some Startups Win

Steve Blank

And it was going to mention the two words that marketing needed to live and breathe: revenue and profit. To do that we will create end-user demand and drive it into the sales channel, educate the channel and customers about why our products are superior, and help Engineering understand customer needs and desires. That was it.

Startup 310
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Lean LaunchPad for Life Sciences – Distribution Channels

Steve Blank

This post is an update of what we learned about life science distribution channels. Life Science/Health Care distribution channels differ by Category. It turns out that for commercialization, the business model (Customers, Channel, Revenue Model, etc.) Life Science and Health Care Differences in Distribution Channels.

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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. And enterprise customers in a race to reconfigure strategies, channels, and offerings to deal with disruption provide a willing market for startup tools and services.

Lean 335
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Why Companies and Government Do “Innovation Theater” Instead of Actual Innovation

Steve Blank

Disruption today is more than just changes in technology, or channel, or competitors – it’s all of them, all at once. For the contractors, anything new offers the real risk of losing a lucrative existing stream of revenue. And these forces are completely reshaping both commerce and defense. The result is process theater.