Customer Development Finance Management Vertical 
Steve Blank
AUGUST 31, 2009
After 20 years of working in startups, I decided to take a step back and look at the product development model I had been following and see why it usually failed to provide useful guidance in activities outside the building – sales, marketing and business development. Read the preceding sentence again. It’s a big idea.)
David Teten
APRIL 1, 2021
Once you have assembled the right core team, I recommend prioritizing as follows: First, meet with your portfolio company management. As an agenda for each meeting, I suggest: – How can we most add value, in addition to helping with financing? Organize events in your vertical. Customer Development.
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Steve Blank
NOVEMBER 5, 2009
Unfortunately in early stage startups the drive for financing hijacks the corporate DNA and becomes the raison d’etre of the company. Chasing funding versus chasing customers and a repeatable and scalable business model, is one reason startups fail. You might as well bring your lucky rabbits foot to the VC meeting. Just as a refresher.
Steve Blank
SEPTEMBER 10, 2009
In future posts I’ll describe how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agile development. As a result, the standard product development model is not only useless, it is dangerous. make-or-break.
Steve Blank
SEPTEMBER 14, 2009
Filed under: Customer Development , Venture Capital | Tagged: Entrepreneurs « Customer Development Manifesto: Market Type (part 4) Customer Development Manifesto: The Path of Warriors and Winners (part 5) » 16 Responses Jon Ziskind , on September 14, 2009 at 9:19 am Said: Steve – Great post and really great advice.
Steve Blank
JULY 27, 2009
Our small training department had been without a manager for months and finding a replacement didn’t seem to be high on the VP of Sales list. Then it hit me – no one else wanted to be manager – what was the worst that could happen? What’s the Worst that Can Happen? All I had to do was ask.
Steve Blank
OCTOBER 1, 2009
Sloan Foundation , the Sloan School of Management at MIT , the Sloan program at Stanford , and the Sloan/Kettering Memorial Cancer Center in New York. Sloan realized that the traditional centralized management structures (like General Motors had in 1920) were poor fits for the management of GM’s already diverse product lines.
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