Remove Leadership Remove Lean Remove Marketing Remove Vertical
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Vertical Markets 2: Customer/Market Risk versus Invention Risk.

Steve Blank

Customer/Market Risk Versus Invention Risk One day I was having lunch with a VC sharing what I learned from my students. Steve,&# he said, “you’re missing the most interesting part of vertical markets. Markets with Customer/Market Risk are those where the unknown is whether customers will adopt the product.

Vertical 162
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Build Predictable Startup Models by Forming an Agency

ReadWriteStart

Being able to hire talented professionals remains a difficult proposition in the current job market, especially when sourcing experienced developers, designers, and project managers. For example, Lean Startup offers many benefits to emerging organizations, especially considering its focus on crafting a minimum viable product (MVP).

Incubator 188
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Ardent War Story 5: The Best Marketers Are Engineers

Steve Blank

I would discover that there was a more effective alternative in building a marketing department than hiring traditional marketers with MBA’s. I would discover that there was a more effective alternative in building a marketing department than hiring traditional marketers with MBA’s. Context here.)

Engineer 221
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Vertical Markets 4: Putting it All Together « Steve Blank

Steve Blank

In the last three posts, we drew the relationship of market risk and invention risk with vertical markets and pointed out verticals where customer development would be useful. Ultimately you want to see if you can find customers and a market for the product as specified – as early as possible. Technology?

Vertical 125
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Vertical Markets 3: Reducing Risk in Startups « Steve Blank

Steve Blank

Reducing Risk – Simulation versus Customer Development If you remember the first part of this discussion, startups face two types of risk; invention risk and/or customer/market risk. Since my class was using the Customer Development text, I updated this diagram on to reflect in which markets the process was appropriate.

Vertical 137
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supermac War Story 1: Joining supermac

Steve Blank

Why they were looking to me to run marketing wasn’t clear. The company was the laughing stock of the Mac market. The two other players in the add-on graphics business, Radius and RasterOps, had a combined 90% market share. The assets were a series of products already developed and on the market or in the development pipeline.

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SuperMac War Story 4: Repositioning SuperMac – “Market Type” at.

Steve Blank

Was SuperMac attempting to introduce radically new products and create a new market ? Was the company attempting to be a low cost provider by introducing cheaper products to an existing market? Was the company attempting to be a low cost provider by introducing cheaper products to an existing market? No, not really.