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Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a Business
12. Instruments for Customer Modeling (Customer Development, Value Proposition Design)
Prof. Dr. Uwe AßmannSoftwaretechnologieFakultät InformatikTechnische Universität Dresden2015-0.11, 11/6/15http://st.inf.tu-dresden.de/teaching/saab
„The hard part is finding a problem to solve“
[Kevin Systrom from Instagram]
1) Customer Development
2) Value Proposition Analysis
3) Pain Analysis
4) Gain Analysis
5) Pain-Gain Banana
6) Different Kinds of Fits
1) Stickiness and Virality
7) Customer Situation Analysis
1) Customer Interviews
2) Customer Double Funnel
3) Customer Feedback
8) Channel Analysis
9) The Evolving Nested BMC Cactus
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Obligatory Literature
► A. Osterwalder, Y. Pigneur et al. Value Proposition Design. Wiley.
► [BlankDorf] Steve Blank, Bob Dorf, Nils Högsdal, Daniel Bartel. Das Handbuch für Startups – die deutsche Ausgabe von 'The Startup Owner's Manual'. Deutsche Übersetzung von Kathrin Lichtenberg. 2014. O'Reilly.
■ http://www.daniel-bartel.de/das-handbuch-fuumlr-startups.html
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a Business
12.1. Customer Modeling (Customer Development)
Find out who the customer is, what she needs and desires.. a specific part of the Lean Innovation process[Blank]
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Q3: Blank's Customer Modeling Process “Customer Development”
1. Customer Discovery
(Customer Analysis)
2. Customer(Hypothesis)
Validation
3. Customer Creation
(Kundenaufbau)(Selling)
4. Company Building(Unternehmens-
Aufbau)
I. Customer Search
Disillusioned?StrategicChange
Verified
Found Verified
II. Customer Building
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Q3: Blank's Customer Development Process Blended with Maurya's Running Lean Process
Customer Discovery
Customer(Hypothesis)
Validation
Customer Creation(-aufbau)
Company Building(Unternehmens-
Aufbau)
Customer Search
Disillusioned?
Verified
StrategicChange
Found Verified
Customer Building
Problem-Solution Fit Product-Market Fit
Efficiency (Sell) Scale
(Startup Genome Report)
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Q4: Step 1: The Customer Discovery Subprocess (Problem-Solution Fit)
1.1 Customer Vision
1.2 Customer Interviews
(MVV testing)
2.1 Customer tests
(MVP testing)
StrategicCrisis
1. Customer Discovery
Disillusioned?
StrategicChange
Verified
MVVFound Verified
2. Customer (Hypothesis) Validation
Problem-Solution Fit
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Q4: Step 2: The Customer Validation Subprocess (Product-Market Fit)
2.1 Sales Preparation
2.1.2 IdentifyEarlyAdopers
2.1.3 OptimizationPlans and Tools
2.1.4 Sales Roadmap(Vertrieb)
2. Customer Validation
Disillusioned?StrategicChange
2.1.5 CustomerBinding and
Development
2.2 Product Development 2.3 Assessment
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a Business
12.2 Pain-Gain Analysis (Value Proposition Analysis) of Osterwalder for Customer Modeling
Value Proposition CanvasFrom “Value Proposition Design”
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Killing Pain and Filling Desire
► Customer Analysis is something different than Selling.■ Selling addresses an individual customer■ Customer Analysis analyses the world of a potential customer
► Needs do not make a customer buy – only pain.
► Value does not make a customer by – only desire.
► Blocking factors (obstacles) transform pains to gains► Goals transform future pains to future gains
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VPC
► Osterwalder refined the value proposition field of the BMC with a new canvas, the Value Proposition Canvas.
Pain and Gain create value proposition.Pain and Gain create value proposition.
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TU Dresden, Prof. U. Aßmann Earning money with softwarehttp://businessmodelalchemist.com/
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VP Canvas Process
► VPA uses a canvas to map the customer pains and gains to products and services
Productsand ServicesQuestions
GainGain Questions
Customer Job/SituationQuestions
Gain creatorQuestions
PainsPain Questions
[Osterwalder-OPC]
Pain relieverQuestions
Customer ProfileValue Map Value Proposition
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VP Canvas Mapping and Fit
► VPA creates mappings between the entries of the customer profile and entries of the value map (value proposition fit)
► Check completeness, consistency of fit!
Productsand ServicesQuestions
GainGain Questions
Customer Job/SituationQuestions
Gain creatorQuestions
PainsPain Questions
[Osterwalder-VPD]
Pain relieverQuestions
Customer ProfileValue Map Value Proposition
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VPC is a Subcanvas of the Business Model Canvas
Key Partners CustomerRelations
Customer Segments
Key Activities
Channels
[Osterwalder-BMC]
Key Resources
Customer ProfileResources
Value Proposition(Wertangebote)
Costs Revenues
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The Evolving BMC-VPC Canvas Cactus (extended)
► Growing a tree with side edges (link tree - cactus) out of a first version■ Assess with red-yellow-green; choose a current “greenest” “champion”
► Every step tests hypotheses about the customer► Not too many canvases are kept active (small dashboard)
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BMC-VPC Refinement is Customer Modeling
► The BMC-VPC cactus evolves during customer modeling
A red BMC-VPC shows why a persona cannot become a customerA red BMC-VPC shows why a persona cannot become a customer
A green BMC-VPC models a customer faithfullyA green BMC-VPC models a customer faithfully
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.3 Pain Analysis with Different Types of Pains
• .. diving into the VPC
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The Pain Hierarchy: Pain Drives Selling and Buying
► For business, find a good pain.
A blocking factor is an immediate problem to be removed
A fear of catastrophy sells almost always
A clear catastrophy or force sells.
A fear of force sells almost always
A clear pain is half the business
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Problem Interview Scripted Questions
► Status Questions: ■ Tell me about how do you do $Topic today.■ Do you use any $TOOLS/$PRODUCTS/$APPS/$TRICKS to help you get
$Topic done?■ Tell me more about how the process $Topic goes■ Who is involved in making this decision?
► Questions about Past:■ Last time you did $Topic, what were you doing right before you got started? ■ Last time you did $Topic, how long did it take?■ Last time you did $Topic, how much did it cost?■ Where did you most recently go to buy $Topic?■ May I ask, why did you come to that conclusion?■ Once you finished, what did you do afterwards?
► Wishful thinking with “what-if questions”:■ If you had a magic wand and were able to do anything you cannot do today,
what would it be? (gute Fee)■ Is there anything else I should have asked about $Topic?
[Alvarez]
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► Pressure and awareness are two important factors influencing customer decisions. Their product determines decisions
► Problems with high pressure and awareness MUST be solved and lead to buy decisions
► A Need is a measure to solve a problem
Pain analysis in the Pressure/Awareness-Product (Pain Portfolio)
Fear of Future Problem
Clear NeedsClear Needs
Force (presses)
Force (presses)
Hidden NeedHidden Need
Hidden Problem
(grumbling)
Hidden Problem
(grumbling)
Catastrophy(kills)
Catastrophy(kills)
Future Catastrophy
Present Problem
Hidden Problem
Future PainFuture Pain
Awareness
Pressure
Clear Vision of Future Need
Clear Vision of Future Need
Clear ProblemClear Problem
Risk(dangerous)
Risk(dangerous)
Death march(I will die)
Death march(I will die)
Pain(hurts)
Pain(hurts)
Future ForceFuture ForceFuture ForceFuture Force
BlockingFactor
BlockingFactor
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Examples of Future Force
► New country-wide governance rules■ New finance rules of tax authorities■ Laws (e.g., the EU law on dynamite)■ New taxes, raise of taxes
► New social governance rules■ Gender equality issues■ Quotas
► Health problems: Age, illness, Alzheimer, heart attack
► Future Force of Competition Change■ New competitors and competing products
. USP and UCA gets lost■ New business models of competitors
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How to Achieve Disruptive Innovations (Game Changers)
► A Blocking factor is a (hidden) problem directly hindering that the goal of the customer is reached
► A Blocking factor remover (block remover, overcomer) is a special kind of pain killer, applicable to different types of innovations
■ It enables a discontinuous revolutionary, radical innovation (enabler for a discontinuous innovation)
■ A discontinuity enabler (blocking factor changer) is a pain killer removing a blocking factor that leads to a change in a market
■ A disruption enabler (game changer): It may even enable a disruptive innovation
► An innovative company should work on blocking factor removers and game changers
► Questions for Game Changers:■ What blocks the radical innovation? ■ What blocks the disruptive innovation?
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Pain Analysis and Pain Priority List
► The pain priority list is a list of pains prioritized by pressure-awareness product from the pain portfolio
► Produce with G-A-P analysis: Generate pains, Assess them, Prioritize them
Problem Pressure Awareness Pain Priority
tooth pain 10 10 100
tooth inflamation 10 5 50
tooth hole 3 8 24
weak tooth health inherited
1 1-5 1-5
ignorance of health measures
1 1 1
forgetting to brush teeth
1 4 4
eating too much sugar
1 3 3
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Exc.: Classify: is it a Problem, Need, Pain, Catastrophy? Determine Pain Priority
► Climate catastrophy
► Deodorant
► Partnership portals
► Islamistic terrorism in the West
► Odol mouth water
► Glasses
► Attack on your software ■ threat modeling, attack modeling
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Getting Research Funding with Pain
► Funding for the Climate Catastrophy
► Funding for the Hadron Collider■ Gain: World formula
► Funding for the Energiewende
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Pain Canvas
► A problem hypothesis is tested in pain analysis. If it is validated, it becomes a tested (real) pain (fact).
► A pain canvas (problem classification canvas) classifies the problems into different classes of pains
► It forms the left part of the Pain-Gain Banana and can be used for ■ Stating a problem hypothesis in VPA■ Specifying questions for costumer interviews■ Preparing selling and sales interviews.
► The problem canvas is derived from different sources, e.g., SPIN, Maslow, ZOPP
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Pain Canvas (Problem Classification Canvas)
► Put a problem first into the “General” or “Background” field, then classify it (from left to right)
► Think about which stakeholder has which objectives
► First untested, then tested
BackgroundState
PainsHidden effects(implication)
Catastrophies
Blocking factorsRisks
PainsMood Problems Value Proposition
ObjectivesGeneralProblems
Outer Forces
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Pain Killer Canvas
► By adding pain killers, the Pain Canvas can be extended to the pain killer canvas
BackgroundState
PainsHidden effects(implication)
Catastrophies
Pains and Pain KillersMood Problems Value Proposition
ObjectivesGeneralProblems
Blocking factorremover
Catastrophyavoider
Pain killer
Problemhandler
Blocking factorsRisks
Outer Forces
Forcehandler
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a Business
12.3.2 Pain Management
•Like Risk management (→ course Softwaremanagement)•Put up a PDCA process•Identify pains, assess pains, classify pains with pain portfolio and Problem canvas
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Pain Management with Pain Diary, Pain Sheet, Pain Priority List, Pain Canvas, Pain Killer Canvas
► A pain diary is a diary in which all problems, pains, deficiencies of techniques and tools are recorded day by day
► A pain sheet [Bosworth] suggests this 3-step table (reasons → impact → capabilities) for thinking about the pains of the customers
► A pain priority list ranks all known pains with a priority (product awareness * pressure)
► An untested pain canvas classifies all pains into different classes, but is untested
► A tested pain canvas has verified hypotheses about the pains
► A pain killer canvas is a tested pain canvas with annotated pain killers
CapabilitiesImpactReasons
Pain portfolio
AnnesGedanke
Pain priority
list
Untested pain
canvasPain diary Pain sheet
Pain identification Pain classification
Pain prioritization
Tested pain canvas
Pain killer canvas
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.3. Gain Analysis
.. different kinds of gains...
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Gains/Value
Desire (Sehnsucht)
Hope
BenefitBenefit
Hidden ValueHidden Value
ParadiseParadise
Future Paradise
Present ValueHidden Value
Future GainFuture Gain
Awareness
Pressure
FeatureFeature
Clear Advantage
Clear Advantage
► Hope is a strong motivation
► Hidden value is implicit gain
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Exc.: Classify: is it a Gain, Benefit, Desire? Determine Gain Priority
► Hadron Collider
► Google Glass
► Mobile phone
► Tablet computer
► Communism
► Socialism
► Vom Tellerwäscher zum Millionär
► Lottery
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.4 Pain-Gain Analysis with the Pain-Gain Banana
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Severity Levels of Pain
► Pains are differently severe. The following levels can be distinguished:
NeedsNeeds
ForcesForces
Implicit NeedsImplicit Needs
CatastrophyCatastrophy
PainPain
Desire fillerDesire filler
AdvantagesAdvantages
Implicit GainsImplicit Gains
Features of ProductFeatures of Product
Explicit Benefit/GainExplicit Benefit/Gain
► Gains are differently severe. The following levels can be distinguished:
Pain killerPain killer
Competitive AdvantageCompetitive Advantage
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Pain-Gain-Banana Canvas
► The Pain-Gain Banana canvas can be used for customer pain analysis■ Alternative to the VPC■ Canvas transforms hidden pains to competitive gains■ Derived from SPIN® selling, ZOPP, NABC and VPC
► Blocking factors directly transform pains to gains
► Goals transform future pains to future gains
► Catastrophies require urgent action
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Pain-Gain-Banana Question Canvas
Backgroundquestions
ProblemquestionsGoal
questions
Hidden-Effect(Implication)
questions
Pain questions(Cost, Hinder)
Benefit-for-Cost questions
Obstacle – Blocking Factor
questions
Pain killers(benefits for cost)
NeedsNeeds
Advantages
Features
Benefits/Gains
PainPain
Implicit NeedsImplicit Needs
Competitive Advantage
Customer feels pain
Competition
Seller knows need
Customer knows blocking factors
Catastrophy questions
Catastrophy avoiderCatastrophyCatastrophyCustomer fears catastrophy
Force question ForcesForces EscapesCustomer knows force
CompetitionCompetition
Blockingfactors
Blockingfactors
Customer pain knowledge
Customer gainknowledge
Overcomer
Questions
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Pain-Gain-Banana Stripped Form
Pain killers(benefits for cost)
NeedsNeeds
Advantages
Features
Benefits/Gains
PainPain
Implicit NeedsImplicit Needs
Competitive Advantage
Competition
Catastrophy avoiderCatastrophyCatastrophy
ForcesForces Escapes
CompetitionCompetition
Blockingfactors
Blockingfactors
Customer pain knowledge
Customer gainknowledge
Overcomer
Questions
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.5 Different Kind of Fits in the Value Proposition Design Process
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Stages of Fitness
Product-Market
Fit
Problem-SolutionFit
(Vision Fit)
Business-Model-Venture-Capital
Fit
Scale Fit(Virality)
Lean Innovation Process
Fitness stages
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Steps in the Stages of Maturity
Product-Market
Fit
Problem-SolutionFit
Business-Model-Venture-Capital
Fit
Scale Fit(Virality)
Lean Innovation Process
Fitness stages
red yellow green red yellow green red yellow green red yellow green
Example
► A yellow BM-VC-fit is a BM that has been matured after one round of correction by the Vcs
► A green problem-solution fit is a value proposition stable pain/gain analysis, but without services and products
► A green product-market fit is a value proposition stable pain/gain analysis with services and products, i.e., a stable BMC
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.5.2. Stickiness and Virality
.. how to achieve that the news spreads itself(how to achieve mouth-to-mouth words)
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Virality
► A viral product/service is one about which news spreads easily, because people talk about it.
For virality, increase the pain priority, gain priority, and UCA.For virality, increase the pain priority, gain priority, and UCA.
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Pain-Gain-Stickiness
A sticky product/service has high pain and gain priority.(green: infectious)
A sticky product/service has high pain and gain priority.(green: infectious)
iPadiPad
New tooth pasteNew tooth paste
e-Cigarettee-CigaretteE-call in Car
NavigatorNavigator
Gain priority
Pain priority
LipstickLipstick
iPodiPod
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Pain-Gain-UCA-Virality
iPadiPad
New tooth pasteNew tooth paste
e-Cigarettee-CigaretteE-call in Car
NavigatorNavigator
Gain priority
Pain priority
LipstickLipstick
iPodiPod
A viral product/service has high pain, high gain priority, and high (ultimate) competitive advantage.(visualized here with size of green boxes)
A viral product/service has high pain, high gain priority, and high (ultimate) competitive advantage.(visualized here with size of green boxes)
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The “Lean Analytics” Stages and Their Metrics
Revenue
Viraility (real pain, real gain, UCA)
Stickiness (will the dogs eat dog food? Real pain, real gain)
Empathy (Tested Value Proposition)
Scale
[LeanAnalytics]
► The Lean Analytics Stages are a simple stage system for product/service product-market fit.
► [LeanAnalytics] contains metrics for every stage
Problem-solution fit
Product-market fit
Scale fit
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The Pirate Metrics AARRR for Web Site Visits
Revenue (does a visitor pay?)
Retention (stickiness) (does a one-time visitor return?)
Activation (which activities do they start on your website)
Acquisition (how do customers know from you?
Referral (does a visitor recommend your website)
[LeanAnalytics][Dave McClure http://www.slideshare.net/dmc500hats/startup-metrics-for-pirates-long-version]
► “Even pirates need metrics.” (Dave McClure)
► Example: the story of Dropbox – starting with a smoke video of a non-existing product■ http://techcrunch.com/2011/10/19/dropbox-minimal-viable-product/
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.7 Analysis of the Customer's World
Before understanding the pain and gain of the customer, we need to understand its world
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The Major 4 Obstacles to Customer Know-How Can Only Be Remedied by Testing the Customer Hypotheses
► In a group, untested information about the customer can be collected by canvases
► Hypotheses about the customer have to be formed► Hypothesis must be tested by getting out of the building
[Alvarez, Blank/Dorf]
Engineer'sIgnorance
Self BiasIgnorance of
Customer Search
Bias towards one's own great idea and technology
Being an engineer seduces to skip validating ideas
Ignorance to know how to find customers
Ignorance ofStart
Ignorance to know how start
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Empathy Map for Customer Modelling
Prof
. U
. Aßm
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52http://blog.8thcolor.com/2011/08/who-are-our-posible-customers/empathy_map/
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Simpler: Modelling the Customer's Feelings
Prof
. U
. Aßm
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Dre
sden http://mw2013.museumsandtheweb.com/
wp-content/uploads/2013/02/mitroff.fig2_.jpg
http://www.johndoyle.ie/?p=92
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Modeling the Customer's DayHow should a good “Customer Day Canvas” look?
Night MorningBreakfast
MorningWork Lunch Afternoon
Work
Dinner EveningHome
EveningOut Go to Bed Falling
Asleep
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Customer Analysis with Maslow
► Play your customer …. and fill a Maslow pyramid
http://upload.wikimedia.org/wikipedia/commons/thumb/2/2c/Erweiterte_Bed%C3%BCrfnishierarchie_%281970%29_nach_Maslow.svg/600px-Erweiterte_Bed%C3%BCrfnishierarchie_%281970%29_nach_Maslow.svg.png
physiologic
safety
social esteem
love/belonging
cognitive
esthetics
self realization
transcendence
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Analyzing the Customer's Relationships
► An organizational / influence map draws the network of the customer that can influence his buy-no-buy decisions
► Analysis can start with a table or a graph
► Analysis constructs a dependency graph (partial or total order)
► Deciders are the sinks of the dependency graph
[Blank/Dorf]
Managerial Technical Financial
High Department boss
Accounter
Middle Engineer
low Project leader End user
1 2
3
4 5<<depends on>>
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Customer Relationship Analysis with Business Model You
► Play your customer …. and fill a BMY Canvas.
Key PartnersWho helpsYour customer?
CustomerRelationshipsHow does sheinteract?
Customer SegmentsWhom doesYour customer help?
Key activitiesWhat do Your customer do?
ChannelsHow do they know him?How does shedeliver?
Key ResourcesWhat she isand has
Value PropositionHow does Your customer help?
Cost StructureWhat does he give?
Revenue StreamsWhat does she get?
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Customer Profile (Persona)
► A Customer Persona (profile, archetype) is a story about an average customer from a customer segment.
■ Derived from Empathy Map, Influence Map, VPA, Problem Analysis, Customer's Day, Customers influence map
► Table form of Persona:
Highlights in the customer's day, problem canvas, VPC, or influence map
Hints for aquisition
Gets up with difficulties Don't call him before 10:00; send him a coffee kit for advertisement
Doesn't like to read Send him a DVD with video
Has friends in political party PDU Analyze partie's opinion about the effects of your product
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The Market Slices (Customer Segments)
Target Person Group
Target Market (TM)
Served Adressable Market (SAM)
Total Adressable Market (TAM)
Target Person Profile (Persona)
[Blank/Dorf]
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.7.2 (Potential) Customer Interviews as Simple Tests for Hypotheses
Interviews are the fastest, cheapest way to learn more about what your customers are doign and what problems they're facing. [Alvarez]
People will talk to you because we all like to help others, like to sound smart, like to fix things, and like to complain. [Alvarez]
It's not the customer's job to know what they want. [Steve Jobs]
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Forms of Interviews
Problem Interview
Finding out the customer's problems and pains
Filling a problem canvas
Solution Interview
Finding out which solutions and gainsthe customer needsFilling a VPC canvas
SPIN interview
Walking with the customer from implicit needs to explicit needs
[RunningLean, Alvarez, Rackham, Bosworth]
Solutions Selling Interview
Walking with the customer from reasons to capabilities
Pain-Gain Banana Interview
Walking with the customer from hidden needs to competitive advantage
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Problem Presentation [Blank/Dorf]
► The problem presentation shall help to find information from the customer about his problem.
■ It presents the current state of problem hypotheses in form of a problem-solution list
■ It shall ask questions for problem analysis and VPA, preferably prepared by filling the canvases before
■ Using “What-if”-questions■ Using “Hidden-effect”-questions■ Using “Cost” questions■ Using “Pain” questions
Problem Solution Today Solution tomorrow
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.7.3 Customer Feedback
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Customer Feedback Opportunities
► Domain-specific Fairs are a good place to meet domain experts
► User Days: allow for questions and discussions with customers
► User Conferences with talks■ Exhibit or give a talk at a potential OEM's conference
► At the beer: customers are honest
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Customer Discovery Report Table [Blank/Dorf]
► The report table estimates with school grading the maturity in the customer funnel of all potential customers.
► School grading can be 1-3, 1-5, 1-16, 1-100
Customer Enthusiastic
Urgently needed
Importance of effects
Improvised solution
120 days Importance of Decider
120x2 total
Miller 1 1 3 5 5 1 10 26
Bush 1 2 4 5 1 3 2 18
Clinton 5 3 1 1 1 1 2 14
Trump 2 2 4 3 3 5 6 25
Average 2,25 2 3 3.5 2,5 2,5 5
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.8. Channel Analysis
How does your product arrive at the customer?
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Channel Flipbook Canvas [LeanAnalytics]
► Put a problem first into the “Product Type” or “Service Type” field, then think about acquisition, selling, revenue, and delivery
► Subcanvas of BMC for filling Channel and RevenueStream
AcquisitionChannel
Revenue modelSelling tactic Delivery Model
Product TypeService Type
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.8.1 Keeping the Customer with Double-Funnel
How do you bind the customer? (Stammkunde)
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Customer Double Funnel Canvas (Startup Funnel Board)
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Blank/Dorf Double Funnel
► Cold customer aquisition is 10 times more difficult than customer binding
Consideration
Interest (Aquise)
Purchase(Activate)
Awareness
Blank's Double Funnel
Bind
Up-selling
Next-selling
Cross-selling
Referral
Customer relationship management
Customer bonus programs
Customer feedback programs
Blogs, twitter, facebook, emails
Loyality programs (birthdays...)
Rabatt-Programs
Product updatesCompetitions
Fakultät Informatik - Institut Software- und Multimediatechnik - Softwaretechnologie – Prof. Aßmann - Software as a BusinessFakultät Informatik Institut Software- und Multimediatechnik, Lehrstuhl Softwaretechnologie
12.9. The Evolving Cactus of the Nested BMC
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The Dependency Structure of Canvases (the Nested BMC)
► How would you maintain an evolving cactus for all these canvases?
BMC
VPC
Customer JourneyCanvas (CJC)
ReqEC
ChannelFlipbook Canvas
Pain CanvasPain Killer Canvas
Pain-GainBanana
Pain Portfolio CustomerEmpathy Map
CustomerBMCY
Customer DoubleFunnel Canvas
SPIN™ Canvas
Solution Selling™
Canvas
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The End
► Explain the difference between customer empathy, activation, stickiness, virality and referral.
► What is the difference between untested, assessed, and tested canvases?
► What is a strong real tested pain?
► Why are catastrophies better for a good value proposition than blocking factors?
► Explain the influence of the UCA for virality.
► Why is the pirate metrics important for building good value propositions?
► How can you cross the border between Virality and Revenue in the LeanAnalytics stages?
► Explain the differences between the SPIN™ Canvas and the VPC. Which canvas do you prefer for a cold call?
► Explain how you use the Channel Flipbook Canvas, the Customer Empathy Map and the Customer Double-Funnel Canvas for a Customer and Customer-Segment Analysis.