Corporate Profile 47Billion Information Technology
Berkeley-Columbia Executive MBA Program (Steve Blank)
1. Customer Development Sean Ellis Berkeley-Columbia Executive MBA Program (Steve Blank) October 16, 2009
2. Startup Risk & Upside = Customers Traction is tough Acquiring at scale even tougher Where do you start? Hundreds of things you “could do” Most early marketing effort wasted 2 startup-marketing.com
3. Road to IPOs: What Really Mattered? Apply engineering to marketing Focus on right metrics & optimize Understand users and use cases Early execution is most critical 3 startup-marketing.com
4. My Key Focus Now Critical Zone Critical Zone IPOs Growth Stage Then light advising in growth stage 4 startup-marketing.com
7. What is Product/Market Fit? People want/need your product And they represent large enough market Differentiated from alternatives Users will pay for your product Or you are advertising supported 7 startup-marketing.com
8. “Life of any startup can be divided into two parts -before P/M fit and after P/M fit” Marc Andreessen Founder Netscape, Opsware, Ning 8 startup-marketing.com
9. PayPal’s Quest for P/M Fit $200K seed funding - cryptography “No one really needed it” Max Levchin $4.5M VC funding - PDA payments People preferred web demo (100X users) $1.5B sale to eBay – web payments 9 startup-marketing.com
13. Transition to Growth Track/report right metrics Positioning (based on perceived value) Start recruiting head of marketing Viable economics (business model) Scalable growth strategy 13 startup-marketing.com
14. Hiring/Managing VP Marketing Hire marketer with founder DNA CEO & VP Marketing form partnership CEO shouldn’t abdicate startup’s fate Goal = Scalable, profitable channels Insist on perfect execution 14 startup-marketing.com
15. Optimize Before Growing Landing pages Funnel (acquisition through transaction) 12% 13% 8% … 15 startup-marketing.com