Cauvin

The “Science” of Lean Startup Lean startup practitioners embrace the scientific method, seeking the "truth" about what business model and strategy will lead to product success. We do so by: Formulating hypotheses Crafting and running experiments to test them Learning from the experiments Iteratively feeding our learnings back into revised hypotheses Sounds pretty scientific, at least in spirit, doesn't it? Yet this process actually neglects a key ingredient in the scientists' mode of operation. To identify what’s missing, let’s examine “customer development”. Customer Development Steve Blank is one of the pioneers of the lean startup movement. He introduced into the lean startup lexicon the term “customer development”. Customer development consists of sessions and interactions with customers to test hypotheses. For example, a product manager might interview a prospect, asking if she agrees with the product manager’s hypotheses about the problems she faces or the ...

Believe it or not, prospect problems and product positioning play only a small part in customers' decisions to purchase or use your product. The majority of obstacles to product adoption lie in the behind-the-scenes decision-making processes that people and organizations face. It's true I've dedicated many entries on this blog to pointing out that, to market and sell a successful product, you must develop it so that it: Solves problems that prospective customers face. Captures or "owns" a compelling position in the mind of the prospective customer. Many, if not most, products fail on both these counts. I've explained how the best product managers acquire market understanding and apply marketing principles to address these issues. Nonetheless, even products that solve problems and are well positioned often fail, because buyers weren't able to deal with change management issues that precede the purchase of a product. Prospects wishing to pu...