A Quote by Steve Blank

Customer Development changes almost every aspect of startup behavior, performance, metrics, and, as often as not, success potential. — © Steve Blank
Customer Development changes almost every aspect of startup behavior, performance, metrics, and, as often as not, success potential.
Market type determines the startup's customer feedback and acquisition activities and spending. It changes customer needs, adoption rates, product features, and positioning as well as its launch strategies, channels and activities.
Deep in the chaotic regime, slight changes in structure almost always cause vast changes in behavior. Complex controllable behavior seems precluded.
Unlike many other startup processes, Customer Development is deep, detailed, and rigorous.
The goal of a startup is to figure out the right thing to build-the thing customers want and will pay for-as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.
Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.
Your customers are the lifeblood of your business. Their needs and wants impact every aspect of your business, from product development to content marketing to sales to customer service.
Every 10-15 years, society changes. The thinking of a 10-year-old kid changes when he turns 20. Such changes can be seen in every aspect of life. People's preferences also change with time.
For Customer Development to succeed, everyone on the team - from investor or parent company to engineers, marketers and founders - needs to understand and agree that the Customer Development process is different to its core.
When you build a product, you make a lot of assumptions about the state of the art of technology, the best business practices, and potential customer usage/behavior.
Aspiring entrepreneurs are often advised to work at a startup for a couple of years first, to understand what's involved. But often, each company's approach to success is very narrow. So my advice is, 'Just do it.'
The Lean Startup process builds new ventures more efficiently. It has three parts: a business model canvas to frame hypotheses, customer development to get out of the building to test those hypotheses, and agile engineering to build minimum viable products.
Motivated teams are the key to success at every startup, yet I still know entrepreneurs who gave an inspirational speech to kick off the quarter but haven't been heard from since, or don't realize that their actions are often more demotivating than inspirational.
Mentoring is all about people - it's about caring, about relationships and sensitivity. As it becomes increasingly in vogue it is becoming too formulated - concerned with performance metrics, critical success factors, investment and spending. It'll be a disaster.
For a long time, I've ranted against naming your startup community 'Silicon Whatever.' Instead, I believe every startup community already has a name. The Boulder startup community is called Boulder. The L.A. startup community is called L.A. The Washington D.C. startup community is called Washington D.C.
One of the most important tasks as a leader in a startup is to pick the right metric to track. This is often referred to as the 'compass metric' because it will be your compass for growth. It's important to note that 'compass metrics' will likely change over the lifetime of a business.
All the businesses from the beginning of history have struggled with product development (assuming there is a market, doing the market testing and so on). But now they start with customer development. Get the customer who says, "Yes. I want that. I need it. I wanna use it. I'll pay for it." And then you go back and work with your engineers. It is changing the world!
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