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Steve Blank. The Startup Owner's Manual
The Startup Owner’s Manual™ The Step-by-Step Guide for Building a Great Company. Steve Blank and Bob Dorf
CONTENTS
List of Tables
List of Illustrations
Guide
Pages
How to Read This Book
Organization
Web/Mobile vs. Physical Channels
Paths Through This Book
A Few Helpful Tips
Preface
Who Is This Book For?
Who Is This Book Not For?
Introduction
A Repeatable Path
Why a Second Decade?
Bits: The Second Industrial Revolution
Speed, Time and Iterations: the “Second Industrial Revolution”
The Four Steps: A New Path
I Getting Started
CHAPTER 1 The Path to Disaster: A Startup Is Not a Small Version of a Big Company
The Traditional New-Product Introduction Model
Concept and Seed Stage
Product Development
Alpha/Beta Test
Product Launch and First Customer Ship
The 9 Deadly Sins of the New Product Introduction Model
1. Assuming “I Know What the Customer Wants”
2. The “I Know What Features to Build” Flaw
3. Focus on Launch Date
4. Emphasis on Execution Instead of Hypotheses, Testing, Learning, and Iteration
5. Traditional Business Plans Presume No Trial and No Errors
6. Confusing Traditional Job Titles with What a Startup Needs to Accomplish
7. Sales and Marketing Execute to a Plan
8. Presumption of Success Leads to Premature Scaling
9. Management by Crisis Leads to a Death Spiral
CHAPTER 2 The Path to the Epiphany: The Customer Development Model
An Introduction to Customer Development
“The Search for a Business Model:” Steps, Iteration and Pivots
Step 1: Customer Discovery
Step 2: Customer Validation
A Customer Development Bonus: Minimum Waste of Cash and Time
Step 3: Customer Creation
Step 4: Company-Building
The Customer Development Manifesto
There Are No Facts Inside Your Building, So Get Outside
Pair Customer Development with Agile Development
Failure is an Integral Part of the Search
Make Continuous Iterations and Pivots
No Business Plan Survives First Contact with Customers So Use a Business Model Canvas
Design Experiments and Test to Validate Your Hypotheses
Agree on Market Type. It Changes Everything
Startup Metrics Differ from Those in Existing Companies
Fast Decision-Making, Cycle Time, Speed and Tempo
It’s All About Passion
Startup Job Titles Are Very Different from a Large Company’s
Preserve All Cash Until Needed. Then Spend
Communicate and Share Learning
Customer Development Success Begins With Buy-In
Summary: The Customer Development Process
II Step One: Customer Discovery
CHAPTER 3 An Introduction to Customer Discovery
The Customer Discovery Philosophy
Get Out of the Building
Search for the Problem/Solution Fit
Develop the Product for the Few, Not the Many
Earlyvangelists: The Most Important Customers of All
Build a Minimum Viable Product (MVP) First
Use the Business Model Canvas as The Customer Discovery Scorecard
Customer Discovery has Four Phases
CHAPTER 4 Customer Discovery, Phase One: State Your Business Model Hypotheses
Market Size Hypothesis (Physical and Web/Mobile)
TAM, SAM and Target Market
Value Proposition Hypothesis (Part 1/Physical)
Product Vision
Product Features and Benefits
Minimum Viable Product (MVP)
Value Proposition 1: “Low Fidelity” MVP Hypothesis (Web/Mobile)
Write a User Story instead of a Feature List
Customer Segments: Who/Problem Hypothesis (Physical)
The Customer Problem, Need or Passion
Customer Types
Customer Archetypes
A Day in the Life of a Customer
Organizational/Influence Maps
Customer Segments: Source/Wiring Hypothesis (Web/Mobile)
The Customer Archetype: a Guide to Who Your Customers Are
“A Day-in-the-Life”: a Guide to What Customers Do
Here’s How to Create a Consumer Web Influence Map:
Channels Hypothesis (Physical)
Consider Whether Your Product “Fits” the Channel
Physical Channel Choices
Which Channel Should I Use?
Channels Hypothesis (Web/Mobile)
Web/Mobile Channel Choices
Platforms that Operate as Channels
Tests Can Help You Pick the Channel
Multi-Sided Markets Need Unique Channel Plans
Value Proposition 2: Market-Type and Competitive Hypothesis
Market Type
Competition in an Existing Market
Re-segmenting an Existing Market
Entering a New Market
Competitive Brief
PROCEED WITH CAUTION:
Customer Relationships Hypothesis (Physical)
PROCEED WITH CAUTION:
Developing Customer Relationships in the Physical Channel
“Get Customers”
PROCEED WITH CAUTION:
Develop Your “Get Customers” Strategy
Simple “Get Customer” Tactics to Consider
“Keep Customers”
Develop Your “Keep Customers” Strategy
“Grow Customers”
Develop a “Grow Customers” Strategy
Customer Relationships Hypothesis (Web/Mobile)
PROCEED WITH CAUTION:
Getting Customers: Acquisition and Activation
Acquisition vs. Activation: What’s the Difference?
Overview: How Customers Shop Online
Develop your “Get Customers” Strategy
Customer Acquisition Tactics to Test
Who’s Creating This Content?
Customer Activation Tactics to Test:
Keeping Customers (Customer Retention)
Customer Retention Strategy
PROCEED WITH CAUTION:
Monitor Specific Retention Metrics
Growing Customers (New Revenue and Referrals)
PROCEED WITH CAUTION:
1. Get Current Customers to Spend More
2. Get Customers to Send More Customers to the Company
Key Resources Hypothesis (Physical and Web/Mobile)
Don’t forget the Human Resources
Intellectual Property is a Key Resource
Four Common Intellectual Property Mistakes Startups Make
There May be Other Key Resources
Dependency Analysis
Partners Hypothesis (Physical)
Traffic Partners Hypothesis (Web/Mobile)
Revenue and Pricing Hypothesis
Question 1: How Many Will We Sell?
Question 2: What’s the Revenue Model?
Question 3: How Much Do We Charge? (Pricing Tactics)
Two Business-to-Business Pricing Issues
Question 4: Do Revenues Point to a Business Worth Doing?
How Single and Multi-Sided Markets Affect Financials
Two More Revenue Issues to Consider
Tie the Components of Revenue Together in a Hypothesis
Completing the Hypothesis Development Process:
CHAPTER 5 Customer Discovery, Phase Two: “Get Out of the Building” to Test the Problem: “Do People Care?”
Design Tests and Pass/Fail Experiments
Tests
Insight
Prepare for Customer Contacts (Physical)
Start with 50 Target Customers
Develop a Reference Story
Start the Appointment-setting Process
Build Your Low Fidelity MVP (Web/Mobile)
The Low Fidelity MVP Strategy
How to Build a Low Fidelity MVP
Consider Using Multiple MVPs
Test Understanding of the Problem and Assess Its Importance (Physical)
Develop a Problem Presentation
The Problem Meeting
Understand How They Solve the Problem Today
The Problem Meeting in a New Market
Collect Information on Everything
Avoid the Big-Company Meeting Trap
Amalgamate and “Score” the Customer Data
Low Fidelity MVP Problem Test (Web/Mobile)
Missteps to Avoid when Testing the Low Fidelity MVP:
You Don’t Have Real Data Until You See Their Pupils Dilate
Drive Traffic and Start Counting
The “Just Do It” Scramble
Gain Customer Understanding
Capture Market Knowledge (Physical)
Traffic/Competitive Analysis (Web/Mobile)
CHAPTER 6 Customer Discovery, Phase Three: “Get Out of the Building” and Test the Product Solution
“Test the Solution:” an Overview
Update the Business Model and Team (a Pivot-or-Proceed Point)
Start by Assembling the Data
Question Everything
Pivot or Proceed
Create the Product “Solution” Presentation (Physical)
High Fidelity MVP Test (Web/Mobile)
Stealth or No?
Test the Product Solution with the Customer (Physical)
Solution Presentation
“Show Me the Money” Questions
Pricing Questions
Channel Questions
“Get/Keep/Grow Questions”
Presentation Tips
Meet the Channel
Measure Customer Behavior (Web/Mobile)
Measure Enthusiasm Most of All
Conduct Pass/Fail Tests
Measure Test Results Carefully
Update the Business Model Again
Look for Massive Customer Enthusiasm
Repackaging the Product—A Pivot Strategy
Update the Business Model Canvas Again
Identify First Advisory Board Members
CHAPTER 7 Customer Discovery, Phase Four: Verify the Business Model and Pivot or Proceed
Have We Found a Product/Market Fit?
Are you attacking a serious problem or filling a compelling need?
Does your product solve the problem or fill the need for your customers?
Are there Enough Customers to Deliver a Sizable Business Opportunity?
Do We Know Who Our Customers Are and How to Reach Them?
Can We Make Money and Grow the Company?
Assemble Revenue Model Data
Pivot or Proceed?
Determine the Validation Checkpoints
On to Customer Validation? Congratulations!
III Step Two: Customer Validation
CHAPTER 8 Introduction to Customer Validation
The Browser Breakthrough
An Epiphany at E.piphany
The Customer Validation Philosophy
From Business Model Canvas to the Sales Roadmap
Building a Sales Roadmap Versus Building a Sales Force
Founders Must Lead the Customer Validation Team
Validation Proceeds at Different Speeds in Different Channels
Make Early Sales to Earlyvangelists
Constrain Spending in Customer Validation
Prioritize What Needs to be Validated
Why Accountants Don’t Run Startups
And Finally: Don’t Be Afraid to Let Go When Lightning Strikes
The Customer Validation Philosophy, in Summary
Overview of the Customer Validation Process
CHAPTER 9 Customer Validation, Phase One: “Get Ready to Sell”
Get Ready to Sell: Craft Positioning Statement
Get Ready to Sell: Sales and Marketing Materials (Physical)
Physical Sales Collateral and Materials
Sales Presentations
Demos/Prototypes/Video
Data Sheets
Price Lists, Contracts and Billing System
Collateral Needs to Be Tuned to the Audience
Online Tools for Physical Channel Marketers
Websites
Social Marketing Tools
E-mail and e-mailable Marketing Tools
Get Ready to Sell: Acquire/Activate Customers Plan (Web/Mobile)
The “Acquire” Plan and Tools
A Sample Acquire Spreadsheet
Guidelines for Developing the Acquire Plan
Acquire Plan Tools. Acquisition tools you can buy
Acquisition Tools You Engineer Into Your Product
The Activation Plan and Tools
Guidelines for Developing the "Activate” Plan
An “Activate” Plan Example
Tools for the Activate plan
On the home or landing page
Non-home page acquisition tools
On the home or landing page itself: Start with Content, Look and Feel, Functionality and Navigation
Look and Feel
Navigation and Functionality
Beyond the Home Page itself, Consider these Additional Activation Tools:
Managing the Activate Plan
Get Ready to Sell: Hire a Sales Closer (Physical)
Get Ready to Sell: Build a High Fidelity MVP (Web/Mobile)
Get Ready to Sell: Sales Channel Roadmap (Physical)
Sales Channel “Food Chain”
Channel Responsibility
Channel Discounts and Financials
Channel Management
Multi-Sided Markets
Get Ready to Sell: Build a Metrics Toolset (Web/Mobile)
Key Metrics to Measure
Use a dashboard or system to collect and monitor data
Get Ready to Sell: Develop the Sales Roadmap (Physical)
Organization and Influence Maps
Customer Access Map
Sales Strategy
Implementation Plan
Get Ready to Sell: Hire a Data Analytics Chief (Web/Mobile)
Get Ready to Sell: Formalize the Advisory Board (All Channels)
Compensating Advisors
CHAPTER 10 Customer Validation, Phase Two: Get Out of the Building and Sell!
Get Out of the Building: Find Earlyvangelists (Physical)
Get Out of the Building: Prepare Optimization Plans/Tools (Web/Mobile)
Customer Optimization Strategy
More Keys to Successful Optimization Strategy:
A Lesson in Optimization Tactics
Optimization Tools:
A/B Testing
Usability Tests
Heat Maps
Eye Tracking
Copy Testing
Get Out of the Building and Test Sell (Physical)
Test Selling
The Sales Process
Collect and Record Sales Findings
The Pivot
How Many Orders Do I Need to Prove Validation?
Get Out of the Building: Optimize Getting More Customers (Web/Mobile)
How will Your Startup Optimize its “Get Customers” Efforts?
How to Run the “Get” Optimization Process
Common Optimization Opportunities and Problems
Get Out of the Building: Refine the Sales Roadmap (Physical)
Company and Consumer Organization
Using the Organization Chart to Build an Influence Map
Refine the Core Strategy
Refine the Access Map
Develop a Sales Roadmap
It’s not sold until the check clears
Get Out of the Building: Optimize “Keep” and “Grow” (Web/Mobile)
Optimizing “Keep” (or Customer Retention) Programs
Cohort Analysis Should Guide your “Keep” Efforts
Get Customers to Buy More
Get Customers to Refer Other Customers
Multi-sided Markets Must Optimize the “Other Side”
Get Out of the Building: Test Sell Channel Partners (Physical)
Identify the Channel Targets
A Channel Is Just a Grocery Shelf
Get Out of the Building: Test Sell Traffic Partners (Web/Mobile)
CHAPTER 11 Customer Validation, Phase Three: Product Developing and Company Positioning
No PR Agency
The Positioning Audit
Develop Positioning: Product Positioning
The Product Positioning Brief
Develop Positioning: Match Positioning to Market Type
For an Existing Market
For a New Market
For a Clone Market
For Re-Segmenting a Market
Develop Positioning: Company Positioning
Develop Positioning: Validate Positioning
CHAPTER 12 Customer Validation, Phase Four: The Toughest Question of All: Pivot or Proceed?
Pivot or Proceed: Assemble Data Findings
Build a War Room
Review the Data
Pivot or Proceed: Validate Your Business Model
The Business Model Canvas as a Scorecard
Pivot or Proceed: Validate the Financial Model
Metrics that Matter
A Few Words about Burn Rate
Metrics that Matter Scenarios
What Metrics Matter?
If These Were Your Numbers, What’s a Founder to Do?
Metrics that Matter: Example 2. Expense Reporter Sold via Web/mobile Channels
What Metrics Matter?
If These Were Your Numbers, What’s a Founder to Do?
Metrics that Matter: Example 3. A Multi-sided Market Example
Metrics that Matter/Add It All Up
If These Were Your Numbers, What’s a founder to do?
Some Final Thoughts About the Financial Model
When to Bring in the Accountants
Adding it all up
Pivot or Proceed: Re-Validate the Business Model
Best Bets
Make Sure the Value Proposition is Right
Make Sure the Product Delivery is Right
Make Sure the Revenue is High and Costs are Low
Make Sure Your Business Model is Right
The Toughest Startup Question: Pivot or Proceed?
What’s Next?
The Startup Owner’s Manual “Site” Map
Appendix A Checklists
Board And Management Buy-In All Channels
The Customer Development Team All Channels
Market Size All Channels
Product Vision All Channels
Product Features And Benefits All Channels
Customer Segments All Channels
Channels All Channels
Market Type All Channels
Customer Relationships Physical
Customer Relationships Web/Mobile
Key Resources Hypothesis All Channels
Partners Hypothesis All Channels
Revenue And Pricing Hypothesis All Channels
Design Tests All Channels
Prepare For Customer Contacts Physical
Build A Low Fidelity MVP Web/Mobile
Test The Problem And Assess Its Importance Physical
Low Fidelity MVP Problem Test Web/Mobile
Gain Customer Understanding All Channels
Capture Market Knowledge, Traffic/Competitive All Channels
Update The Business Model And Team All Channels
The Product/“Solution” Presentation Physical
High Fidelity MVP Test Web/Mobile
Test The Product Solution With The Customer Physical
Measure Customer Behavior Web/Mobile
Identify First Advisory Board Members All Channels
Verify Product/Market Fit All Channels
Verify Who Customers Are and How to Reach Them All Channels
Verify Can We Make Money All Channels
Verify Business Model – Pivot or Proceed All Channels
Craft Company Positioning All Channels
Get Ready To Sell: Sales and Marketing Materials Physical
Get Ready To Sell — Acquire/Activate Customers Web/Mobile
Get Ready To Sell: Hire A Sales Closer Physical
Create a High Fidelity MVP Web-Mobile
Sales Action Channel Plan Physical
Build Metrics Toolset Web/Mobile
Develop/Refine The Sales Roadmap Physical
Hire a Data Analytics Sales Chief Web/Mobile
Formalize Advisory Board All Channels
Find Earlyvangelists Physical
Prepare Optimization Plans And Tools Web/Mobile
Get Out of the Building and Sell! Physical
Optimize Getting Customers Web/Mobile
Refine the Sales Roadmap Physical
Optimize “Keep” And “Grow” Results Web/Mobile
Test Sell Channel Partners Physical
Test Sell Traffic Partners Web/Mobile
Develop Product Positioning All Channels
Match Positioning To Market Type All Channels
Develop Company Positioning All Channels
Validate Positioning All Channels
Assemble Data All Channels
Validate Business Model All Channels
Validate Financial Model All Channels
Re-Validate The Business Model All Channels
Pivot or Proceed? All Channels
Appendix B. Glossary
Appendix C How to Build a Web Startup: A Simple Overview. How To Build a Web Startup – Lean LaunchPad Edition
How To Build a Web Startup – The Lean LaunchPad Edition
Customer Discovery for the Web
Acknowledgements
About the Authors. Steve Blank
Eight Startups in 21 years
Bob Dorf
Index. A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
R
S
T
U
V
W
Back Matter
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