Devops for Growth

Crossing the chasm decides if product innovation will be successful, or has to leave the market. Innovators have to build first reference customers in the mainstream market to prove their business model and a compelling offering.

An introduction to push vs pull based customer acquisition.

In my previous post I detailed how I typically go about documenting the initial set of product/market fit hypotheses for an early stage startup and each of the key elements that are important to capture as part of it. Once you've done that, then the far more interesting work begins: validating whether there is in fact truth to each of your most uncertain hypotheses and iterating upon them to eventually find product/market fit.

When it comes to customer validation, the most important piece of advice I can give you is exactly what Steve Blank has been prescribing all along: to get out of the building and talk to potential customers and eventually actual customers leveraging your MVP or later product iterations.

( If you’re crafting Value Propositions, you’ll love my free  Value Propositions eBook , full of tips for designing and testing compelling Value Propositions that will delight your customers.) The Value Proposition Canvas is a great tool for understanding how customers make decisions,

When we work with teams in large organisations we often help them prototype many different product and services using available assets early in their innovation process. In this case, we start our innovation process with the square - the value map - and we ask them “what new value proposition could you design based on this key resource?” This piece of technology? Or this capability? Or this patent? And they describe how those available assets could contribute to a potential value proposition using the value map.

In this post, we explain how to eliminate the subjective or biased aspects of your value proposition design through customer interviews and experiments. These two activities will help you g

The Business Model Canvas is brilliant. It has been used for several years now and it's benefits are evident. Meanwhile some of it's drawbacks are evident as well. In my opinion the major drawbacks lie in the field of customer value and market, competition and alternatives. In this module, we will focus on the relation between value proposition and customer segments in the Business Model Canvas. I have based this module on the work of: Alexander Osterwalder and the team of Business Model Generation, Derek Abell end Peter J. Thomson (credit to them!)

Learn how the Value Proposition Designer Canvas can help a business map, analyze, test, and pivot their company’s value proposition.

Both are strategic frameworks to build companies with a long-term competitive advantage. The business model canvas is comprised of nine building blocks explaining what makes up a company’s success. The value proposition canvas is an extension of the business model canvas. It is primarily focused on developing a strong value proposition, which is among the … Continue reading Business Model Canvas Vs. Value Proposition Canvas

In the book Unlocking The Customer Value Chain, professor Thales Teixeira explains it as a framework of all the steps or activities that customers have to go through to acquire products and services. The customer value chain then helps to map the journey of our customers from their viewpoint.

Marc Andreessen defined Product/market fit as "being in a good market with a product that can satisfy that market." According to Andreessen, that is a moment when a product or service has its place in the market, thus enabling traction for the company offering that product or service.

At the heart of every strong business model is a compelling Value Proposition. These are the powerful forces that drive our customers’ behaviour, and they probably aren’t obvious at first. If we can understand what our customers are really looking for, we can design new offers that will delight them

New solutions can create unexpected pains for customers. Remember: you need to make sure your solution’s value overshadows that pain.

We use the cust

“When I have a business idea, I want to be able to rapidly test it, So that I don’t build something nobody wants.”