American - Businessman | 1953 -
The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.
Steve Blank
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There's nothing wrong with a business that supports you and perhaps an extended family. But if you want to build a scalable startup, you need to be asking how you can you get enough customers/users/payers to build a business that can grow revenues past several $100M/year.
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Creating a vertically oriented regional ecosystem is a pretty amazing accomplishment for any country or industry.
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What's been missing from regions outside of Silicon Valley is a 'playbook.' In American football, a playbook contains a sports team's strategies and plays. It struck me that every region needs its own industry playbook on how to compete globally.
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Each industry in a region should develop a playbook that expands and details the strategy and tactics of how to build a scalable startup.
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Unlike many other startup processes, Customer Development is deep, detailed, and rigorous.
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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.
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Customer Development changes almost every aspect of startup behavior, performance, metrics, and, as often as not, success potential.
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Customer discovery is the process of translating a founder's vision for the company into hypotheses about each component of the business model and creating a set of experiments to test each hypothesis.
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Only by moving away from the comforts of your conference room to truly engage with and listen to your customers can you learn in depth about their problems, produce features to solve those problems, and learn what drives customers to recommend, approve, and purchase products.
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Failure will happen. It's a normal part of the startup process.
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Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model.
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