why startups are _not_ small versions of large companies
TRANSCRIPT
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Why Startups Are Not Small Versions of Large Companies
Steve Blankwww.steveblank.com
Twitter: sgblank
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I Wrote This
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Five Short Stories
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Not All Startups Are Equal
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Small BusinessStartup
Small Business Startups
• Serve known customer with known product
• Feed the family
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Small BusinessStartup
Exit Criteria- Business Model found- Profitable business- Existing team< $1M in revenue
Small Business Startups
• known customer known product
• Feed the family
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Small BusinessStartup
- Business Model found- Profitable business- Existing team< $10M in revenue
Small Business Startups
• 5.7 million small businesses in the U.S. <500 employees• 99.7% of all companies• ~ 50% of total U.S. workers
http://www.sba.gov/advo/stats/sbfaq.pdf
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Transition Large Company
ScalableStartup
Sustaining Innovation
• Existing Market / Known customer• Known product feature needs
Large Company Sustaining Innovation
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Large Company Disruptive Innovation
New Division Transition Large Company
Disruptive Innovation
• New Market / Unknown customer needs• New tech / Unknown product features• Looks like a scalable startup
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ScalableStartup
Large Company>$100M/year
Scalable Startup
Goal is to solve for: unknown customer and
unknown features
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ScalableStartup
Large Company>$100M/year
Exit Criteria- Business model found- Total Available Market > $500m -$1B- Can grow to $100m/year- Focused on execution and process
Scalable Startup
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ScalableStartup
Large Company>$100M/year
- Total Available Market > $500m- Can grow to $100m/year- Business model found- Focused on execution and process- Typically requires “risk capital”
Scalable Startup
• In contrast a scalable startup is designed to grow big• Typically needs risk capital• What Silicon Valley means when they say “Startup”
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ScalableStartup
Large Company
- customer needs/product features found i.e. Product/Market fit- Business Model found- Repeatable sales model- Managers hired
What’s A Startup?
A Startup is the organization used to search for a scalable business model
Search
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ScalableStartup
Large CompanyTransition
- Founders depart- Professional Mgmt- Process- Beginning of scale
What VC’s Don’t Tell You:The Transition – Founders Leave
Build
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Why Product Managers Wear Sneakers
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ScalableStartup
Large CompanyTransition
Business Model found- customer needs/product features found i.e. Product/Market fit- Found by founders, not employees- Repeatable sales model- Managers hired
The Search for the Business Model
Startups Search and Pivot
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ScalableStartup
Large CompanyTransition
- Business Model found- Product/Market fit- Repeatable sales model- Managers hired
- Cash-flow breakeven- Profitable- Rapid scale- New Senior Mgmt~ 150 people
The Search for the Business Model The Execution of the Business Model
Startups Search, Companies Execute
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ScalableStartup
LargeCompanyTransition
Traditional Accounting- Balance Sheet- Cash Flow Statement- Income Statement
The Execution of the Business Model
Metrics Versus Accounting
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ScalableStartup
LargeCompanyTransition
Startup Metrics- Customer Acquisition Cost- Viral coefficient- Customer Lifetime Value- Average Selling Price/Order Size- Monthly burn rate- etc.
Traditional Accounting- Balance Sheet- Cash Flow Statement- Income Statement
The Search for the Business Model The Execution of the Business Model
Metrics Versus Accounting
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ScalableStartup
LargeCompanyTransition
Sales- Sales Organization- Scalable- Price List/Data Sheets- Revenue Plan
The Execution of the Business Model
Customer Validation Versus Sales
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ScalableStartup
LargeCompanyTransition
Customer Validation- Early Adopters- Pricing/Feature unstable- Not yet repeatable- “One-off’s”- Done by founders
Sales- Sales Organization- Scalable- Price List/Data Sheets- Revenue Plan
The Search for the Business Model The Execution of the Business Model
Customer Validation Versus Sales
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ScalableStartup
Large CompanyTransition
Product Management- Delivers MRD’s- Feature Spec’s- Competitive Analysis- Prod Mgmt driven
The Execution of the Business Model
Customer Development VersusProduct Management
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ScalableStartup
Large CompanyTransition
Customer Development- Hypothesis Testing- Minimum Feature Set- Pivots - Founder-driven
The Search for the Business Model The Execution of the Business Model
Customer Development Versus Product Management
Product Management- Delivers MRD’s- Feature Spec’s- Competitive Analysis
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ScalableStartup
Large CompanyTransition
The Execution of the Business Model
Engineering Versus Agile Development
Engineering- Requirements Docs.- Waterfall Development- QA - Tech Pubs
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ScalableStartup
Large CompanyTransition
Agile Development- Continuous Deployment- Continuous Learning- Self Organizing Teams- Minimum Feature Set- Pivots
The Search for the Business Model The Execution of the Business Model
Engineering Versus Agile Development
Engineering- Requirements Docs.- Waterfall Development- QA - Tech Pubs
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ScalableStartup
Large CompanyTransition
- Plan describes “knowns”- Known features for line extensions- Known customers/markets- Known business model
The Execution of the Business Model
Startups Model, Companies Plan
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ScalableStartup
Large CompanyTransition
- Unknown customer needs- Unknown feature set- Unknown business model- Model found by iteration
The Search for the Business Model
Startups Model, Companies Plan
The Execution of the Business Model
- Plan describes “knowns”- Known features for line extensions- Known customers/markets- Known business model
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ScalableStartup
Large CompanyTransition
- Pains in the butt- Always looking at something different- Doesn’t get with the program
Startups Protect Mavericks, Companies Fire Mavericks
The Execution of the Business Model
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ScalableStartup
Large CompanyTransition
- Pains in the butt- Always looking at something different- Doesn’t get with the program
The Search for the Business Model
Startups Protect Mavericks, Companies Fire Mavericks
The Execution of the Business Model
- CEO of your company- Finds your next market
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ScalableStartup
Large CompanyTransition
- Business Model found- Product/Market fit- Repeatable sales model- Managers hired
- Cash-flow breakeven- Profitable- Rapid scale- New Senior Mgmt~ 150 people
Startups Don’t Last Forever
You fail if you remain a startup!
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Plan versus Model
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Business Plan
• A document your investors make you write that they don’t read
• A useful place for you to collect your guesses about your business- Size of Opportunity- Customers- Channel- Demand Creation- Revenue/Expenses/Profit
• The template to look like everyone else when you present to VC’s/Management
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No Business Plan survives first contact with customers
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So Search for a Business Model
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What Is a Business Model?
• Diagram of flows between company and customers• Scorecard of hypotheses testing• Rapid change with each iteration and pivot• Product Management-driven
* Alex Osterwalder
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VALUEPROPOSITION
COSTSTRUCTURE
CUSTOMERRELATIONSHIP
TARGETCUSTOMER
DISTRIBUTIONCHANNEL
VALUECONFIGURATION
CORECAPABILITIES
PARTNERNETWORK
REVENUESTREAMS
gives an overall view of a company's bundle of products and services
portrays the network of cooperative agreements with other companies
describes the channels to communicate and get in touch with customers
describes the arrangement of activities and resources
explains the relationships a company establishes with its customers
sums up the monetary consequences to run a business model
describes the revenue streams through which money is earned
describes the customers a company wants to offer value to
outlines the capabilities required to run a company's business model
INFRASTRUCTURE CUSTOMER
OFFER
FINANCE
Business Model = Keeping Score in a Startup
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Business Model Generation Book
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How Do Startups Search For A Business Model?
• The Search is called Customer Development• The Implementation is called Agile
Development
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The Lean Startup
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Who Does This Search?
The FoundersNot Employees
How?
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Customer Development
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Solving For Customer and Product Unknowns:
Customer Development
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Customer Development
Get the Hell Out of the Building
The founders
^
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More startups fail from a lack of customers than from a failure of product development
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Then why do we have:
• process to manage product development?
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Then why do we have:
• Process to manage product development?
• None to manage customer development?
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Startup - Back of the Napkin Model
Concept/Seed
Round
Product Dev.
Alpha/Beta Test
Launch/1st Ship
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Tradition – Hire Marketing
Concept/Seed
Round
Product Dev.
Alpha/Beta Test
Launch/1st Ship
- Create Marcom Materials- Create Positioning
- Hire PR Agency- Early Buzz
- Create Demand- Launch Event- “Branding”
Marketing
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Tradition – Hire Sales
Concept/Seed
Round
Product Dev.
Alpha/Beta Test
Launch/1st Ship
- Create Marcom Materials- Create Positioning
- Hire PR Agency- Early Buzz
- Create Demand- Launch Event- “Branding”
• Build Sales Organization
Marketing
Sales• Hire Sales VP• Hire 1st Sales
Staff
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Tradition – Hire Bus Development
Concept Product Dev.
Alpha/Beta Test
Launch/1st Ship
- Create Marcom Materials- Create Positioning
- Hire PR Agency- Early Buzz
- Create Demand- Launch Event- “Branding”
• Hire Sales VP• Pick distribution
Channel
• Build Sales Channel / Distribution
Marketing
Sales
• Hire First Bus Dev
• Do deals for FCS
Business Development
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Tradition – Hire Engineering/Product Mgmt
Concept Product Dev.
Alpha/Beta Test
Launch/1st Ship
- Create Marcom Materials- Create Positioning
- Hire PR Agency- Early Buzz
- Create Demand- Launch Event- “Branding”
• Hire Sales VP• Pick distribution
Channel
• Build Sales Channel / Distribution
Marketing
Sales
• Hire First Bus Dev
• Do deals for FCS
Business Development
Engineering/Product Mgmt
• Write MRD
• Waterfall
• Q/A • Tech Pubs
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Customer Development
Concept/Bus. Plan
Product Dev.
Alpha/Beta Test
Launch/1st Ship
Product Development
Customer Development
CompanyBuilding
CustomerDiscovery
CustomerValidation
Customer Creation
+
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• Stop selling, start listening• Test your hypotheses• Continuous Discovery• Done by founders
Customer Discovery
CustomerDiscovery
CustomerValidation
CompanyBuilding
CustomerCreation
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Customer Discovery
CustomerDiscovery
Phase 1AuthorHypothesis
Phase 2TestProblemHypothesis
Phase 4Verify, Iterate & Expand
Phase 3TestProductHypothesis
To Validation
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Hypothesis
Product Customer/Problem Distribution/Pricing Demand Creation Market Type Competition
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Customer Validation
Customer
Discovery
CustomerValidatio
n
Customer Creation
CompanyBuilding
• Repeatable and scalable business model?• Passionate Earlyvangelists?• Pivot back to Discovery if no customers
Pivot
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Customer Validation
Phase 1Get Readyto Sell
Phase 2Sell toEarlyVangelists
Phase 4Business ModelVerified
Phase 3Positioning
From DiscoveryTo Creation
CustomerValidation
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The Pivot
• The heart of Customer Development
• Iteration without crisis
• Fast, agile and opportunistic
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Speeding Up Cycle Time
• Speed of cycle minimizes cash needs
• Minimum feature set speeds up cycle time
• Near instantaneous customer feedback drives feature set
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So What Does Engineering Do?
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Customer Problem: known
Product Features: known
Waterfall / Product ManagementExecution on Two “Knowns”
Requirements
Design
Implementation
Verification
Maintenance
Source: Eric Rieshttp://startuplessonslearned.blogspot.com
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Problem: Known Solution: Unknown
“Product Owner” or in-house customer
Agile - Customer Problem is KnownExisting Company/Market
Source: Eric Rieshttp://startuplessonslearned.blogspot.com
Unit of progress: a line of working code
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Problem: Unknown Solution: Unknown
Lean StartupCustomer Problem + Product Features are Unknown
Source: Eric Rieshttp://startuplessonslearned.blogspot.com
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Customer Creation
• Creation comes after proof of sales
• $’s for scale
• Lean Startups are not cheap startups
CustomerDiscovery
CustomerValidation
CompanyBuilding
CustomerCreation
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Company Building
CustomerDiscovery
CustomerValidation
Customer Creation
Company
Building
• (Re)build company’s organization & management
• Re look at your mission
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I Write a Blog www.steveblank.com
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Summary
• Founders can’t delegate customer discovery
• Startups are about speed of pivots– Product
– Customer
– Channel
• They are not about MRD’s and process
• Product management can be an asset or an albatross in startups
• You can make the difference…with sneakers
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Thanks
www.steveblank.com