Steve Blank

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Founders Need to Be Ruthless When Chasing Deals

Steve Blank

And for good measure, I never even considered asking the potential customer to pay for the demo and/or my costs. (My My only excuse was that this was my first foray into enterprise sales.) I became ruthless about the opportunity costs of chasing deals whose outcome I couldn’t predict. So we built rigor into our sales process.

Founder 325
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Apple Vision Pro – Tech in the Search of a Market

Steve Blank

Marketing and capital expenses (new factory, high R&D expense) were predicated on consumer-scale sales. We’ll sell them the CDROM drives as well.” (The Kodak CDROM drives were the size of professional audio equipment and depending on the model, costing $600-$1000 in today’s dollars.) (And So what’s the lesson for Apple?

Search 256
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Why Founders Should Know How to Code

Steve Blank

As he was learning from potential customers and providers he would ask, “What if we could have an app that allowed you to schedule low cost moves?” One interesting thing about the Lean Startup is that it teaches founders about Sales and Marketing (and a bit of finance) without making them get an MBA or a decade of sales experience.

Cofounder 336
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Why the Future of Tesla May Depend on Knowing What Happened to Billy Durant

Steve Blank

When Sloan arrived at GM in 1920 he realized that the traditional centralized management structures organized by function (sales, manufacturing, distribution, and marketing) were a poor fit for managing GM’s diverse product lines. Ford’s Model T cost just $260 ($3,700 in today’s dollars) and Ford held 60% of the U.S. auto market.

Michigan 268
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Why a Company Can’t “Be More Like a Startup”

Steve Blank

To protect auto dealerships in the 1920s, direct sales by an automobile manufacturer were made illegal in most states in the U.S. After it was discovered, legal penalties cost Volkswagen $18 billion and several indicted executives.). The company has more rooms available then any hotel chain.

Startup 275
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I-Corps @ NIH – Pivoting the Curriculum

Steve Blank

Finally we move to the left side of the canvas to teach the supporting elements of Resources, Partners, Activities and Costs. Therefore we’re going to teach the class in the following order: 1) value proposition, 2) customer segments, 3) activities, 4) resources, 5) partners, 6) channel, 7) customer relationships, 8) revenue/costs.

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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. Physical channels include Direct Sales, Rep Firms, Systems Integrators, Value-added Resellers, Distributors, Dealers, Mass Merchandisers, and Original Equipment Manufacturers. Next was D.C.

Channel 215