Cost Customer Development Operations Vertical 
Steve Blank
NOVEMBER 30, 2009
Customer Development is all about gathering a list of what features customers want by talking to them, surveying them, or running “focus groups.” I ran back to the company and said customers had told us, “We have to do both little and big endian.” And it’s certainly not Customer Development.
Steve Blank
NOVEMBER 16, 2009
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?” It’s an impressive portfolio.
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Steve Blank
APRIL 20, 2009
Berkeley Haas Business School was courageous enough to give me a forum teach the Customer Development Methodology. Companies specializing in components and systems that operated in the microwave portion of the electromagnetic spectrum sprouted faster than fruit trees in the valley orchards.
Steve Blank
JUNE 25, 2009
Twenty eight years ago I was the bright, young, eager product marketing manager called out to the field to support sales by explaining the technical details of Convergent Technologies products to potential customers. They couldn’t keep up with the fast product development times that were enabled by using standard microprocessors.
Steve Blank
OCTOBER 12, 2009
Supercomputers With the introduction in 1976 of the Cray-1 , supercomputers were defined as the fastest vector-processing computer , one in which a single instruction performed operations on an array rather than a single number. Cray’s first customers were the U.S.
Steve Blank
MARCH 25, 2009
Was the company attempting to be a low cost provider by introducing cheaper products to an existing market? While we sometimes cut the price of graphics boards, it was only because we offered our customers no compelling reasons to buy one that was priced equivalently to the market share leaders. No, not really.
Steve Blank
APRIL 9, 2009
But what I wanted was an agile marketing team capable of operating independently without day-to-day direction. It will cost you your job.” The first reaction from my CEO was, “that’s why you’re running the department.” And yes, we could have built a top-down, command-and-control hierarchy. That kind of accountable.
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