Business Model China Customer Development Marketing 
Steve Blank
APRIL 14, 2013
I just spent a few weeks in Japan and China on a book tour for the Japanese and Chinese versions of the Startup Owners Manual. In these series of 5 posts, I thought I’d share what I learned in China. I was only in China for a week so this a cursory view. business models. New Rules for China.
Steve Blank
APRIL 14, 2013
I just spent a few weeks in Japan and China on a book tour for the Japanese and Chinese versions of the Startup Owners Manual. In these series of 5 posts, I thought I’d share what I learned in China. I was only in China for a week so this a cursory view. business models. New Rules for China.
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Steve Blank
AUGUST 3, 2012
Long before there was the Lean Startup, Business Model Canvas or Customer Development there was a guy in Santa Barbara California who had already figured it out. I want to tell you a story about how a team pivoted and succeeded by synchronizing product and customer development. ———-.
Steve Blank
OCTOBER 31, 2014
Scalable startups are on a trajectory for a billion dollar market cap. Not all start ups want to go in that direction – some will opt instead to become a small business. has a large enough market that most U.S. China, Russia, Brazil, India, Indonesia all meet those criteria. ———-. Outside the U.S.
Steve Blank
JUNE 3, 2013
As soon as they had designed the product, they found a contract manufacturer to build the product in China. Alice and Bettina are hands-on mechanical and electrical engineers, so instead of assuming everything would go smoothly, they wisely got on a plane to Dongguan China and worked with the factory directly. They learned a ton.
Steve Blank
MARCH 14, 2012
This team spoke face-to-face with 326 customers. As often happens, this team came into class convinced that their market research proved that their business was providing credit to underbanked customers. The MiCasa customer discovery narrative blog is here. Relentless customer visits (10-20 a week).
Steve Blank
JUNE 23, 2016
These resulting business models made them look incredibly profitable. They knew how to execute the current business model. ARM, a competitor, not only had a better, much lower power processor, but a better business model – they licensed their architecture to other companies that designed their own products.
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