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Solving the Innovator’s Dilemma – Customer Development in a Big Company

Steve Blank

At times I’ll do what I consider an extension of teaching; a two-day Customer Discovery/Validation intensive session with a large corporation serious about Customer Development at my ranch on the California Coast. So to get new divisions launched large optimistic forecasts are the norm. Lessons Learned.

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Times Square Strategy Session – Web Startups and Customer Development

Steve Blank

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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How to Manage Supply Chain Planning Like a Pro

YoungUpstarts

Transportation partners play an enormous role in the supply chain as they bring products into distribution centers and sometimes directly to customers. Develop Relationships with Supply Chain Partners. Develop relationships with each of your supply chain partners and make communication a top priority.

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Customer Validation - 33 Great Articles

SoCal CTO

In both cases, the answer was that the founder would go to find other ideas, turn those into paper descriptions and validate it with customers. Customer Validation 101. The Fallacy of Customer Development Hubris Versus Humility: The $15 billion Difference Less is More, More or Less Yes, but who said they’d actually BUY the damn thing?

Customer 227
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The Phantom Sales Forecast – Failing at Customer Validation

Steve Blank

Customer Validation needs to have the CEO actively involved. Customer Development Diagnostics over Lunch. He said, “I insist on getting weekly status reports with forecasted deal size and probability of close. I’m beginning to suspect our entire forecast is not real. The Phantom Sales Forecast.

Forecast 270
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Is the Lean Startup Dead?

Steve Blank

Given the stock market was buying “the story and vision” of anything internet, inflated expectations were more important than traditional metrics like customers, growth, revenue, or heaven forbid, profits. Startups wrote business plans, generated expansive 5-year forecasts and executed (hired, spent and built) to the plan.

Lean 335
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Apple Vision Pro – Tech in the Search of a Market

Steve Blank

But the product/market fit of this first iteration is a swing and a miss. Marketing and capital expenses (new factory, high R&D expense) were predicated on consumer-scale sales.

Search 256