business model, business model canvas, columbia, customer development, lean launchpad, lean startup, steve blank

1. Interviews
Customer count until now → 63
52 residential homes
Customers since last class → 8
8 residential homes

2. There is only ONE renewable energy product
that is both viable and available to
homeowners.
It’s time for ANOTHER option.

3. Product Specs.
● 400W per day
● 24 hour clean power generation
● 2-3 year return on investment time
● One size coupling capability
● $400-600
● Indoor & Outdoor Compatibility

7. Day 1 : Key Learnings
❖ Customer segments:
➢ Too broad (don’t boil the
ocean).
➢ Product specifications
not well defined.
➢ Our key partners should
also be customer
segments.
❖ Value Proposition:
➢ Do not define product
specifications here.
➢ Define what how our
product alleviates the
customers problems.
➢ Define MVP.
❖ Key Next Steps:
➢ Narrow the customer
segment and redefine
our business model to fit
our target customers.
➢ Completely reword our
value propositions.

9. Day 2 : Key Learnings
❖ Value Proposition
➢ We boast a smaller space
requirement for energy
production, but renters still
require a smaller unit to be
completely satisfied.
❖ Customer Segment
➢ Renters only interested
in buying a single unit.
➢ Golf Clubs more
interested in ROI, not
necessarily renewable
energy.
❖ Key Next Steps:
➢ Focus on homeowners as
potential customers.
➢ Focusing on 9 hole golf
courses and 18 hole golf
courses individually.

11. Day 3 : Key Learnings
❖ Channel/Revenue Stream
➢ Decided to focus solely on
direct sale methods
❖ Customer Segments/
Value Proposition
➢ As a start up, 18 hole
golf courses are not
our target customer.
➢ Determined where
homeowners would
implement EvaPower.
❖ Key Next Steps:
➢ Discover general number of
units homeowners are willing
to buy.
➢ Determine the customers’
comfortable price range
➢ Pivot from golf courses.

13. Day 4 : Key Learnings
❖ Customer Relations
➢ Expanded and improved
“Get” strategy
❖ Customer Segments
➢ Younger demographic
homeowners are more
interested in the
product than the older
demographic.
❖ Key Next Steps:
➢ Target housing developers in
charge of building sustainable
house communities.
➢ Target governments of other
nations that are pushing for
renewable energy.

14. Get Strategy
Generating Awareness & Interest
● Columbia University
○ Articles, news, free media publicity
● Expos with demonstrations
● Clean energy Influencers
○ Promotions and reviews
● Door to door advertising
● Company website

16. Where we ended?
➢ Homeowners are currently our
biggest customer
➢ Possible housing developers.
➢ Estimated price $400-$600 per unit
➢ Direct Sale Model
What to do Next?
➢ Seek water purifying companies
that need electrical power to
clean the water.
➢ Target housing developers in
charge of building sustainable
house communities.
➢ Target governments of other
nations that are pushing for
renewable energy.
➢ Mayor De Blasio's push for all
residents to have clean energy by
2024→ reopens renters market
➢ Pursue other online platforms to
advertise our technology

17. Channel Road Map
Product
Aware
ness
End-User
Customer
Website
Evalu
ate
Sales
force
Shipping
Maintenance
and
Installation
Retail
Store
Product
Website
End-User
Customer
Direct
Day 1 Day 5 : Direct Sales
Indirect
Sale
Licensing/
Patent sale

18. Revenue Model
Goods and
Manufacturing
R&D
Engineer
ing
Advertisi
ng
Profit
$125
Shipping
$150 $35
List Price:
$500
30% 7%
$50
Sales force
25%
$50 $90
10% 10% 18%
Income : List Price $300
➢ Leasing
➢ Direct Sale
➢ Indirect Sale (Retail,
Wholesale, Amazon)
➢ Selling Patent
Expenditure
➢ Sales force
➢ R&D
➢ Goods and
Manufacturing
Day 1
Direct+indirect
Day 5
Direct Sale Only

19. Day 2
$7T
Day 5