Steve Blank's first bestseller, The Four Steps to theEpiphany launched the Lean Startup movement and outlined theCustomer Development process at the heart of his The Lean Startupmovement (Eric Ries was a student of Blank's at Stanford).Blank's next bestseller, The Startup Owner'sManual, created the step-by-step guide to disruptive innovationat startup companies. The Corporate Survival Manual explains how toapply these same Lean Startup concepts in existing companies, whether large or small.
For over 100 years, companies typically have grown by writingbusiness plans, trying to guesss what customers want, and executingbusiness plans. But Blank's research proved that thebusiness planning methods used by big companies were useless forinnovators. After all how can a new division with nocustomers know and build what those customers want?
The Corporate Survival Manual outlines a clear three-stepprocess used by GE, Qualcomm, Intuit, and literally thousands ofstartups and existing big and small companies to drive disruptiveinnovation and deliver sustained revenue growth:Step one: search for a scalable, compelling businessmodel. Existing companies focus on relentless executionbased on "knowns" in existing markets including targetcustomers and their preferences, as well as known competitors andchannels. Innovators commit instead to a structured, aggressive non-linear search for scalable new business models thatdetermine what their customers want and how they want to buyit. Step two: design a business model. TheCustomer Development process begins by crafting a business modelfor the new venture--a nine-box diagram outlining all keyelements of the business, ranging from the product itself to itsideal target customers, and hypothesizing why, where, how and howprofitably those customers will buy. The business modelitself is merely a series of "best guesses" about theinnovation. But the model drives the search to determinewhether customers will enthusiastically support the newventure--all long before the product is built or even fullydesigned.Step Three use Customer Development to manage thesearch for the successful, scalable new business. Theprocess tests and validates each business model component directlywith customers, the only "votes" that matter. Itdeploys volumes of customer feedback to drive iterative productdevelopment in a flexible, agile way. The result: by the time theproduct is complete, the company has already tested and proven itsbusiness model, understands who its customers are, and whythey'll buy, As a result, Customer Development"derisks" innovation by reducing upfront spending untilthe company is confident it's funding a new product orservice customers clearly want.
Publisher: John Wiley & Sons Inc
Number of pages: 208
Weight: 1124 g
Dimensions: 233 x 188 x 53 mm
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