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Apply the
Lean Startup in B2B
…to Build Products Businesses Want
Étienne Garbugli
www.leanb2bbook.com
#leanb2b
1.
The Challenges of Being a
Lean Startup in B2B
The Lean Startup
- Identify the risks;
- Create hypotheses;
- Build-Measure-Learn;
- Validated Learning.
Lean Startups in B2B
- Length and complexity of sales cycles;
- Smaller markets = bigger reputational risks;
- Expertise often required;
- MVP much further.
In this Course
1. Troubleshooting your vision
2. Creating your first hypotheses
3. Finding early adopters
4. Contacting early adopters
5. Conducting problem interviews
6. Finding problems that matter
7. Creating a Minimum Viable Product
8. Preparing your pitch
9. Validating a solution
10. Evaluating product-market fit
More…
“The number one reason that small
companies fail is the lack of focus.”
Bill Aulet, Managing Director MIT
Entrepreneurship & Author
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
2.
Meet your Instructor
>
3.
What Makes B2B Different
What Makes B2B Different
- Return on Investment (ROI);
- Depth of Client Relationships;
- Decision-Making Process;
- Expertise, Whole product, Risks.
The Challenges
- Acquiring the Industry Context;
- Building a Relevant Professional Network;
- Understanding the Whole Product;
- Estimating the Return on Investment (ROI);
- Reducing the Enterprise Risk.
4.
Vision
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
1. Finding the right product for the right
market;
Things that Matter
2. Not running out of money.
Quiz: What’s the Best Place to Start
in B2B?
An Idea
A Technology
A Passion
A Market Gap
Many Paths to Success…
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
+
Start a business where you can
easily get access to customers.
- Max Cameron, Kera Co-Founder and CEO
+
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
“Your vision should rarely change. Your
strategy should occasionally change.
Your tactics should regularly change.”
Aaron Levie, Box
Co-Founder and CEO
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
5.
Creating First Hypotheses
Typical Challenge
Typical Challenge
Solution
Typical Challenge
Solution
Problem
Problem
Problem
Problem
Problem
Problem
Problem
Problem
Problem
Problem
What’s a Market?
- A number of potential customers;
- People who share a pain, problem or
opportunity;
- Channels for these people to connect,
discuss and share purchase decisions.
B2B Market Opportunities
Construction $143B
Corporate Legal $650B
Domestic Airline $708B
Mining $731B
Oil & Gas $4,000B
Dismissals to Avoid
- “This has never been a problem for us.”
- “We don’t need to do that.”
- “You don’t know ABC Inc.? They do just that.”
- “With the current freeze on expenditures, we
don’t have the budget for new technology.”
Information Sought
- Where the industry is headed;
- Companies and people selling in the space;
- Types of products being sold;
- The value propositions and promotion 

models that work in the industry;
- Potential competitors and partners;
- Trends;
- Influencers;
- Opportunities;
- Market potential assessment.
Solutions that Matter
1. Solutions that can help increase
revenues
2. Solutions that can help reduce
costs
3. Solutions that can help increase
customer satisfaction
4. Solutions that can help decrease
risk
5.
Solutions that can help increase
market share
Soft vs Hard Benefits
A “Our new solution will increase
employee happiness.”
B “Our new solution will improve sales
by 10%.”
www.launchpadcentral.com
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Creating the Money Map
- The key problems of your prospects;
- The motivations for spending money;
- How much money is available;
- The perceived alternatives and
competitive landscape.
Creating the Money Map
Creating Value Proposition Hypotheses
6.
Finding & Selecting Early Adopters
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
https://www.flickr.com/photos/jseita/4486823805/
What Early Adopters Are
- They’re looking for a competitive edge;
- They have the ability to find new uses for a
technology;
- They like to be unique and share new
products (it makes them feel good);
- They exert some kind of technological
leadership in their companies;
- They will use a product that isn’t complete.
Days to purchase...
-114 days
(May 22, 2011)
Days to purchase...
-114 days
(May 22, 2011)
Days to purchase...
+3,000 days
(and counting...)
“The best way to find internal
champions is through your network,
no further than one link away (i.e.,
friends of friends).”
Steve Blank, The Four Steps to
the Epiphany Author
Finding Early Adopters
- Your personal network;
- Groups on LinkedIn;
- Drop ins;
- Cold calls;
- Social media recruitment.
- Your contacts’ professional networks;
Selecting Early Adopters
The best early adopters are also
advocates or champions for your
startup.
Finding the Influencers
1.
Personal influence — how many people
can this early adopter influence?
2.
Company (or employer) influence —
how many companies can be influenced
by a case study from their employer?
Indicators of Influence
- # of followers on Twitter;
- # of contacts on LinkedIn;
- Activity level in groups on LinkedIn;
- # of articles or publications;
- # talks they gave;
- # of blog posts they’ve written;
- Popularity of their blog;
- Visibility on search engines; 

- # of times other people have quoted them;
- Word-of-mouth in the industry;
- Etc…
7.
Leveraging Domain
Credibility & Visibility
Early Credibility is…
- Personal Credibility;
- Commitment;
- Reliability;
- Passion;
- References.
+
iBwave Makes PROFIT 200 List of Canada’s Fastest-Growing Companies for Third Consecutive Year
How to Build Credibility
- Secondary research;
- Team and advisors;
- Personal network;
- Previous successes.
Examples
Mehdi Ait Oufkir
Ranjith Kumaran
Rich
Aberman
Ben
Yoskovitz
8.
Contacting Early Adopters
Generating Interest
1.
Create interest in your profile or the
story of your founding team.
2.
Create interest in the benefits of the
contribution.
+
What you can Offer
1. Competitive edge;
2. Visibility;
3. Discussions;
People love to talk about their
problems. The moment that you’re
talking about a person’s problems,
they’re happy.
- Brant Cooper, The Lean Entrepreneur Co-Author
What you can Offer
1. Competitive edge;
2. Visibility;
3. Discussions;
4. Action;
5. Intelligence;
6. Fun;
7. Networking;
8. Ownership;
9. Promotion;
10. Equity.
A few Pointers
- It’s about them;
- Their time is important;
- You’re not selling;
- It’s not for them.
Our product is for marketing teams in small
retail chains that are dissatisfied with
newspaper advertising.
Our product improves revenue through greater
reach. Unlike newspaper advertising, our
product allows marketers to reach highly
targeted customers faster.
Value Proposition
Our product is for marketing teams in small
retail chains that are dissatisfied with
newspaper advertising.
Our product improves revenue through greater
reach. Unlike newspaper advertising, our
product allows marketers to reach highly
targeted customers faster.
Value Proposition
Our product is for marketing teams in small
retail chains that are dissatisfied with
newspaper advertising.
Our product improves revenue through greater
reach. Unlike newspaper advertising, our
product allows marketers to reach highly
targeted customers faster.
Value Proposition
Our product is for marketing teams in small
retail chains that are dissatisfied with
newspaper advertising.
Our product improves revenue through greater
reach. Unlike newspaper advertising, our
product allows marketers to reach highly
targeted customers faster.
Value Proposition
Our product is for marketing teams in small
retail chains that are dissatisfied with
newspaper advertising.
Our product improves revenue through greater
reach. Unlike newspaper advertising, our
product allows marketers to reach highly
targeted customers faster.
Value Proposition
Cold EmailingA
How to Contact Early Adopters
B Cold Calling
C References
Email Script
Good morning Mr. Smith,
Your ex-colleague, Max Scott, strongly suggested that we
seek your advice before going too far.
We’re a young company helping retail marketing departments
reduce their dependencies on newspapers for local customer
targeting; a problem I believe you’re also passionate
about.
After discussing with Max, I believe you have industry
knowledge that few people have and I’m coming to you for
help.
The Forbes and Gartner industry analysts we spoke with
believe that targeting local customers could be greatly
improved. We’d like to get your perspective.
Would you be available for a quick 20-minute chat in the
upcoming weeks?
Thank you, looking forward to connecting.
Email Script
Good morning Mr. Smith,
Your ex-colleague, Max Scott, strongly suggested that we
seek your advice before going too far.
We’re a young company helping retail marketing departments
reduce their dependencies on newspapers for local customer
targeting; a problem I believe you’re also passionate
about.
After discussing with Max, I believe you have industry
knowledge that few people have and I’m coming to you for
help.
The Forbes and Gartner industry analysts we spoke with
believe that targeting local customers could be greatly
improved. We’d like to get your perspective.
Would you be available for a quick 20-minute chat in the
upcoming weeks?
Thank you, looking forward to connecting.
<-- Personalization
<-- Relationship
<-- Broad problem, Common ground
<-- Ego, Request for help
<-- Social proof, Offer
<-- Low commitment, Call to action
Other Examples
http://www.startupmoon.com/how-i-got-meetings-at-twitter-linkedin-and-github-using-cold-emails/
Other Examples
http://www.startupmoon.com/how-i-got-meetings-at-twitter-linkedin-and-github-using-cold-emails/
14.
What We Try To Find Out
Through Problem Interviews
+
Your Mission
Look for a big pain or a big gain that
can be tied to a budget, a problem
that will deliver a big ROI.
Problems that matter-Pain+
- Budget +
Problems that matter-Pain+
- Budget +
Problems that matter-Pain+
- Budget +
Problems that matter-Pain+
- Budget +
Problems that matter-Pain+
- Budget +
Different Kinds of Problems
1. Explicit Problems
2. Implicit Problems
Elements of a Problem that Matter
1. The problem or the pain experienced —
the pain
2. The people to whom this problem
matters — the jury
3. The prize available for solving that pain
— the gain
Forget Surveys
“Would you buy our product?”
YES
NO
MAYBE
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Demographics What is your role?
What are your responsibilities?
How long have you been working in this company?
With what department and business unit are you
affiliated?
Business drivers What are your objectives this year?
How will you be evaluated this year?
Problem priorities What keeps you up at night? Why?
What are your top three challenges?
Problem drill down How are you currently solving this problem? 

How do you typically work around this problem?
Sample Questions
Intensity of pain What would be the impact of solving this problem?
How many people are affected by the problem?
Problem ownership Who else in your company shares these problems?
Who would most benefit from solving this problem?
Decision-making
power
What was the last technology purchase that you’ve
been involved in?
Who also is involved in decision making?
Buying process If you identify the need for a new product in your
department, how does your team typically go about
purchasing the solution?
Sample Questions
Sample Questions
16.
How to Conduct Problem
Interviews
Meeting Sequence
1. Greetings (two minutes);
2. Qualification (three minutes);
3. Open-ended questions (20 minutes);
4. Closing (five minutes);
5. Note review (ten minutes).
Greetings (two minutes)
Thank you for taking the time to meet with us.


We’re a young company helping retail marketing departments
reduce their dependencies on newspapers for local customer
targeting. We’re currently exploring a few product
alternatives. We would like to understand your needs and
reality before going too far into product development.
I have roughly 20 questions for you today, none of which
should be too difficult.
Before we begin, I’d like to stress that we don’t have a
finished product yet and our objective is to learn from
you — not to sell or pitch to you.
Does that make sense?
Qualification (three minutes)
- What is your role?
- How long have you been working in this
company?
- With which department and business unit are
you affiliated?
- How many people report to you?
- Can you walk me through a day in your work?
Open-ended questions (20 minutes)
-What are your objectives this year?
- What keeps you up at night? Why?
- What are your top three challenges?
- Do you expect these objectives to be
different next year?
- How are you currently solving this problem?
Closing (five minutes)
A Followup meeting
B Referrals
Note review (ten minutes)
- What elements stood out?
- Were there any surprises?
- Listen (really);
- Abstract the problem one level;
- Ask open questions;
- Ask follow-up questions;
Techniques to Get Prospects to Talk
- Make use of silences.
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
17.
Analyzing the Results
+ ?
The Importance of Taking a Step Back
- Did you take a step forward? 

- Did you learn? 

- Were there noticeable differences in the
profiles of your prospects? 

- Do you feel like you can help those prospects? 

- Were you able to speak with decision makers?
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
Prioritizing Problems
1.
By frequency – Is that pain shared by a
lot of early adopters?
2.
By intensity of pain – Are prospects
actively trying to solve it?
Painful Problems
- The same person repeats it frequently with
passion;
- The company is actively trying to solve the
problem;
- The problem is frequently listed in the top
five of your early adopters.
Prioritizing Problems
1.
By frequency – Is that pain shared by a
lot of early adopters?
2.
By intensity of pain – Are prospects
actively trying to solve it?
3.
By budget availability – Is this the pain
of a buyer?
Keep in Mind the Money Map…
Prioritizing Problems
1.
By frequency – Is that pain shared by a
lot of early adopters?
2.
By intensity of pain – Are prospects
actively trying to solve it?
3.
By budget availability – Is this the pain
of a buyer?
4.
By impact – What kind of ROI can you
expect if you solve this problem?
5.
By market education – Would you need
to create a completely new paradigm?
Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)
19.
Why Solution Interviews
Are Hard
https://twitter.com/davidjbland/status/467096015318036480
> SELLLEARN
Failure to Validate Revenue
≠ ValidationFree Products
≠ ValidationLetters of Intent
= ValidationMoney Up-Front
Solution Interview Objectives
- Learn the value that your solution provides;
- Learn its place in your prospects’ technology
mix;
- Deepen your relationship with your
prospects;
- Learn how to repeat sales.
Your First Customers Should…
1. Be willing to spend money for your
product
2. Benefit from your solution (really)
3. Agree to endorse your company with a
case study
21.
Creating a Minimum Viable
Product
How B2C and B2B Compare
Vision Problem Solution
B2C
How B2C and B2B Compare
Vision Market Jury Problem Solution
B2B
Vision Problem Solution
B2C
Creating a Test Plan
There are
other
customers
The product
can be
productized
The market
is wide
enough to
sustain a
business
Th
won
le
restr
Creating Testable Hypotheses
What your MVP Must Say About You
1. You can solve this problem
2. You can provide the value they seek
3. You’re different
A Valuable MVP is…
- An experiment – What are you trying to
learn with this particular MVP?
- That outputs data – What data are you
collecting about your experiment?
- And has a failure criteria – What
determines the failure of the experiment?
As Simple as Spreadsheets…
Reaching Back to Your Prospects
Good morning Mr. Smith, <-- Personalization
Thank you again for taking the time to meet with us. We
were able to make good progress on a solution to help you
reach local customers more effectively. <-- Where you’re coming
from, Problem
We’d like to hear your perspective and advice on our
solution. Would you be available for a quick 20-minute
chat in the upcoming weeks? <-- Asking for advice, Call to action
We also collected a lot of market intelligence that I’m
sure, would be useful in your work. We’d like to share
those insights with you. <-- What’s in it for them
Thank you, I look forward to catching up.
22.
Preparing Your Pitch
“The person you want to sell to is the
person with the pain and/or
the money.”
Ken Morse, MIT Entrepreneurship Center
Founding Managing Director, 1996-2009
Economic Buyer Concerned with the ROI
User Buyer Concerned with the user
experience and day-to-day
impact
Technical Buyer Concerned with the security
and feasibility
Buyer Roles (Jury)
Coach /
Recommender
Concerned with seeing your
solution implemented
Saboteur /
Gatekeeper
Concerned with not losing
ground
Buyer Roles (Jury)
Creating a Compelling Offer
Selecting a Revenue Model
- Commerce and retail;
- Subscriptions and usage fees;
- Licensing;
- Auctions and bids;
- Data;
- Transactions/Intermediation;
- Freemium;
- Financial services models.
What Value are you Providing?
VALUE
(Actual or
Perception of)
- RISK
(Perception of)
IMPLEMENTATION
POTENTIAL=
Target the Appropriate Budgets
Set a Delivery Date
Discounts
- Provide extra service or free support;
- Give early access to new functionalities;
- Give a full feature account without increasing
the cost;
- Give custom features;
- Guarantee benefits by giving customers a 30-
or 60-day risk-free trial;
- Introduce a money-back guarantee (“If you
don’t find it useful, I don’t want you to use it”); 

- Urge your customers to call you at home (if
needed).
Work with a Conditional Purchase
- “If we’re able to increase your sales by 5%,
then your company will buy.”
- “After 60 days of the solution functioning as
expected, your company will buy.”
24.
Conducting Solution Interviews
Meeting Sequence
1. Greetings (two minutes);
2. Problem qualification (three minutes);
3. Telling a compelling story (five minutes);
4. Solution exploration and demo (15 minutes);
5. Closing (five minutes).
Problem Qualification (three minutes)
“You had mentioned that problem A,
problem B and problem C were
important to you. Our team has
worked hard to find a solution to
problem A…”
Telling a Compelling Story (five minutes)
WHY
SHOULD
I
CARE?
Solution exploration and demo (15 mins)
Expectations What would be wonderful? 

How does this compare with what you had envisioned?

Is that what your company was expecting?
Usage How do you imagine your work being different with
this solution? 

Who would use this first? 

How do you envision this being used? 

Is this an everyday solution? 

What would be the barriers to adopting a product like
this? 

Risk Would you deploy the solution across the enterprise if
it were free? 



Solution exploration and demo (15 mins)
Risk What do you foresee as the biggest challenges to
deploying this solution in the company? 

What do you perceive as the weakest aspects of this
solution? 

Are there departments who might disapprove of this
solution? 

Value What impact do you imagine this solution will have on
your work?
What would we have to do to get you to pay two or
three times that amount?
Closing (five minutes)
© Glengarry Glen Ross
Sales Readiness Checklist
They have the pain you’re solving;
They have money or a budget;
All buyers roles were identified and met;
Nobody else can veto this deal;
Other departments won’t disapprove the deal;
Legal or Purchasing cannot block this deal;
There are no other internal options that might
prove more attractive than your proposal;
There are no major risks or unresolvable issues
with this deal.
25.
How to Deal With Your
First Purchase
A Customer is Willing to Pay?
How to Write the Agreement
- Date;
- Users;
- Budgets;
- Payment;
- Evaluation of value;
- Endorsements;
- Discount;
- Approval process.
26.
Evaluating Product-Market Fit
What is Product-Market Fit?
1. Revenue;
2. Engagement;
3. Growth.
Revenue
“Success in enterprise B2B requires a
deep understanding of your customers.
This is why we made Psykler a key part
of our customer management process.
It gives us actionable insights that you
cannot get from traditional CRM tools.”
[Client name], CEO
Engagement
- How long does it take for end-users to start
using your solution?
- How often do they use the solution?
- How much time do they spend using the
solution?
- Can the main reason for buying be completed
without effort?
- How long does it take to complete the main
tasks?

- Do users enjoy using the solution?
- How many features are being requested?
Growth
Evaluation
- Were you able to consistently add value
for customers in a single market segment?
- Did the clients pay after the pilot was over
or did they churn (move on)?
- How engaged and satisfied were the clients
with the product?
- Did they refer your solution to other
prospects?
27.
Pivots
© Demetri Martin
“A pivot is a structured course
correction designed to test a new
fundamental hypothesis about the
product, strategy, and engine of
growth. Pivots imply keeping one foot
firmly in place as the company shifts in
a new direction. ”
Eric Ries, Lean Startup Author
Pivots in B2B
Different Ways to Pivot
- Zoom-in pivot;
- Zoom-out pivot;
- Product value pivot;
- Value capture pivot;
- Channel pivot;
- Technology pivot;
- Customer need pivot;
- Customer segment pivot.
+
29.
Common Challenges & Solutions
+
Being Everything
Pet Problems
The Curse of “Interesting”
Postponed Usage
“If you made your app easier to use I
would start using it. I’m really busy
right now but I’ll start using your app
soon. If your app was cheaper I would
start using it. ”
David Cancel, Serial Entrepreneur
Long Sales Cycles
© Scott Adams
Insufficient Credibility
https://www.flickr.com/photos/dbrulz/665624565/
Gatekeepers and Saboteurs
Soft Value Propositions
Committed Budgets
- Can another department pay for the
solution?
- Can it come out of the operating budget
(opex)?
- Are there business grants that can be
leveraged to pay for the solution?
- Can the solution be heavily discounted the
first year on a three-year deal?
31.
Techniques to Speed up
Product-Market Validation
Techniques for Speed
1. Finding the watering hole
+
Techniques for Speed
1. Finding the watering hole
2. Moving in with customers
+
Setting up a Customer Dev Panel
Techniques for Speed
1. Finding the watering hole
2. Moving in with customers
3. Setting up a customer development panel
4. Using experts to gain social proof
5. Recruiting key staff and advisors
6. Using other sales staff to gain an edge
Techniques for Speed
1. Finding the watering hole
2. Moving in with customers
3. Setting up a customer development panel
4. Using experts to gain social proof
5. Recruiting key staff and advisors
6. Using other sales staff to gain an edge
7. Starting with a free version
+
Techniques for Speed
1. Finding the watering hole
2. Moving in with customers
3. Setting up a customer development panel
4. Using experts to gain social proof
5. Recruiting key staff and advisors
6. Using other sales staff to gain an edge
7. Starting with a free version
8. Multi-tracking the validation process
32.
Process Review & Further
Questions
In this Course
Troubleshooting your vision
Creating your first hypotheses
Finding early adopters
Contacting early adopters
Conducting problem interviews
Finding problems that matter
Creating a Minimum Viable Product
Preparing your pitch
Validating a solution
Evaluating product-market fit
Interested in
the Course?
Étienne Garbugli
www.leanb2bbook.com
#leanb2b
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Apply the Lean Startup in B2B to Build Products Businesses Want (Course Slides)

  • 1. Apply the Lean Startup in B2B …to Build Products Businesses Want Étienne Garbugli www.leanb2bbook.com #leanb2b
  • 2. 1. The Challenges of Being a Lean Startup in B2B
  • 3. The Lean Startup - Identify the risks; - Create hypotheses; - Build-Measure-Learn; - Validated Learning.
  • 4. Lean Startups in B2B - Length and complexity of sales cycles; - Smaller markets = bigger reputational risks; - Expertise often required; - MVP much further.
  • 5. In this Course 1. Troubleshooting your vision 2. Creating your first hypotheses 3. Finding early adopters 4. Contacting early adopters 5. Conducting problem interviews 6. Finding problems that matter 7. Creating a Minimum Viable Product 8. Preparing your pitch 9. Validating a solution 10. Evaluating product-market fit More…
  • 6. “The number one reason that small companies fail is the lack of focus.” Bill Aulet, Managing Director MIT Entrepreneurship & Author
  • 9. >
  • 10. 3. What Makes B2B Different
  • 11. What Makes B2B Different - Return on Investment (ROI); - Depth of Client Relationships; - Decision-Making Process; - Expertise, Whole product, Risks.
  • 12. The Challenges - Acquiring the Industry Context; - Building a Relevant Professional Network; - Understanding the Whole Product; - Estimating the Return on Investment (ROI); - Reducing the Enterprise Risk.
  • 15. 1. Finding the right product for the right market; Things that Matter 2. Not running out of money.
  • 16. Quiz: What’s the Best Place to Start in B2B? An Idea A Technology A Passion A Market Gap
  • 17. Many Paths to Success…
  • 19. +
  • 20. Start a business where you can easily get access to customers. - Max Cameron, Kera Co-Founder and CEO
  • 21. +
  • 23. “Your vision should rarely change. Your strategy should occasionally change. Your tactics should regularly change.” Aaron Levie, Box Co-Founder and CEO
  • 30. What’s a Market? - A number of potential customers; - People who share a pain, problem or opportunity; - Channels for these people to connect, discuss and share purchase decisions.
  • 31. B2B Market Opportunities Construction $143B Corporate Legal $650B Domestic Airline $708B Mining $731B Oil & Gas $4,000B
  • 32. Dismissals to Avoid - “This has never been a problem for us.” - “We don’t need to do that.” - “You don’t know ABC Inc.? They do just that.” - “With the current freeze on expenditures, we don’t have the budget for new technology.”
  • 33. Information Sought - Where the industry is headed; - Companies and people selling in the space; - Types of products being sold; - The value propositions and promotion 
 models that work in the industry; - Potential competitors and partners; - Trends; - Influencers; - Opportunities; - Market potential assessment.
  • 34. Solutions that Matter 1. Solutions that can help increase revenues 2. Solutions that can help reduce costs 3. Solutions that can help increase customer satisfaction 4. Solutions that can help decrease risk 5. Solutions that can help increase market share
  • 35. Soft vs Hard Benefits A “Our new solution will increase employee happiness.” B “Our new solution will improve sales by 10%.”
  • 42. Creating the Money Map - The key problems of your prospects; - The motivations for spending money; - How much money is available; - The perceived alternatives and competitive landscape.
  • 45. 6. Finding & Selecting Early Adopters
  • 48. What Early Adopters Are - They’re looking for a competitive edge; - They have the ability to find new uses for a technology; - They like to be unique and share new products (it makes them feel good); - They exert some kind of technological leadership in their companies; - They will use a product that isn’t complete.
  • 50. -114 days (May 22, 2011) Days to purchase...
  • 51. -114 days (May 22, 2011) Days to purchase... +3,000 days (and counting...)
  • 52. “The best way to find internal champions is through your network, no further than one link away (i.e., friends of friends).” Steve Blank, The Four Steps to the Epiphany Author
  • 53. Finding Early Adopters - Your personal network; - Groups on LinkedIn; - Drop ins; - Cold calls; - Social media recruitment. - Your contacts’ professional networks;
  • 54. Selecting Early Adopters The best early adopters are also advocates or champions for your startup.
  • 55. Finding the Influencers 1. Personal influence — how many people can this early adopter influence? 2. Company (or employer) influence — how many companies can be influenced by a case study from their employer?
  • 56. Indicators of Influence - # of followers on Twitter; - # of contacts on LinkedIn; - Activity level in groups on LinkedIn; - # of articles or publications; - # talks they gave; - # of blog posts they’ve written; - Popularity of their blog; - Visibility on search engines; 
 - # of times other people have quoted them; - Word-of-mouth in the industry; - Etc…
  • 58. Early Credibility is… - Personal Credibility; - Commitment; - Reliability; - Passion; - References.
  • 59. + iBwave Makes PROFIT 200 List of Canada’s Fastest-Growing Companies for Third Consecutive Year
  • 60. How to Build Credibility - Secondary research; - Team and advisors; - Personal network; - Previous successes.
  • 61. Examples Mehdi Ait Oufkir Ranjith Kumaran Rich Aberman Ben Yoskovitz
  • 63. Generating Interest 1. Create interest in your profile or the story of your founding team. 2. Create interest in the benefits of the contribution.
  • 64. +
  • 65. What you can Offer 1. Competitive edge; 2. Visibility; 3. Discussions;
  • 66. People love to talk about their problems. The moment that you’re talking about a person’s problems, they’re happy. - Brant Cooper, The Lean Entrepreneur Co-Author
  • 67. What you can Offer 1. Competitive edge; 2. Visibility; 3. Discussions; 4. Action; 5. Intelligence; 6. Fun; 7. Networking; 8. Ownership; 9. Promotion; 10. Equity.
  • 68. A few Pointers - It’s about them; - Their time is important; - You’re not selling; - It’s not for them.
  • 69. Our product is for marketing teams in small retail chains that are dissatisfied with newspaper advertising. Our product improves revenue through greater reach. Unlike newspaper advertising, our product allows marketers to reach highly targeted customers faster. Value Proposition
  • 70. Our product is for marketing teams in small retail chains that are dissatisfied with newspaper advertising. Our product improves revenue through greater reach. Unlike newspaper advertising, our product allows marketers to reach highly targeted customers faster. Value Proposition
  • 71. Our product is for marketing teams in small retail chains that are dissatisfied with newspaper advertising. Our product improves revenue through greater reach. Unlike newspaper advertising, our product allows marketers to reach highly targeted customers faster. Value Proposition
  • 72. Our product is for marketing teams in small retail chains that are dissatisfied with newspaper advertising. Our product improves revenue through greater reach. Unlike newspaper advertising, our product allows marketers to reach highly targeted customers faster. Value Proposition
  • 73. Our product is for marketing teams in small retail chains that are dissatisfied with newspaper advertising. Our product improves revenue through greater reach. Unlike newspaper advertising, our product allows marketers to reach highly targeted customers faster. Value Proposition
  • 74. Cold EmailingA How to Contact Early Adopters B Cold Calling C References
  • 75. Email Script Good morning Mr. Smith, Your ex-colleague, Max Scott, strongly suggested that we seek your advice before going too far. We’re a young company helping retail marketing departments reduce their dependencies on newspapers for local customer targeting; a problem I believe you’re also passionate about. After discussing with Max, I believe you have industry knowledge that few people have and I’m coming to you for help. The Forbes and Gartner industry analysts we spoke with believe that targeting local customers could be greatly improved. We’d like to get your perspective. Would you be available for a quick 20-minute chat in the upcoming weeks? Thank you, looking forward to connecting.
  • 76. Email Script Good morning Mr. Smith, Your ex-colleague, Max Scott, strongly suggested that we seek your advice before going too far. We’re a young company helping retail marketing departments reduce their dependencies on newspapers for local customer targeting; a problem I believe you’re also passionate about. After discussing with Max, I believe you have industry knowledge that few people have and I’m coming to you for help. The Forbes and Gartner industry analysts we spoke with believe that targeting local customers could be greatly improved. We’d like to get your perspective. Would you be available for a quick 20-minute chat in the upcoming weeks? Thank you, looking forward to connecting. <-- Personalization <-- Relationship <-- Broad problem, Common ground <-- Ego, Request for help <-- Social proof, Offer <-- Low commitment, Call to action
  • 79. 14. What We Try To Find Out Through Problem Interviews
  • 80. +
  • 81. Your Mission Look for a big pain or a big gain that can be tied to a budget, a problem that will deliver a big ROI.
  • 87. Different Kinds of Problems 1. Explicit Problems 2. Implicit Problems
  • 88. Elements of a Problem that Matter 1. The problem or the pain experienced — the pain 2. The people to whom this problem matters — the jury 3. The prize available for solving that pain — the gain
  • 89. Forget Surveys “Would you buy our product?” YES NO MAYBE
  • 91. Demographics What is your role? What are your responsibilities? How long have you been working in this company? With what department and business unit are you affiliated? Business drivers What are your objectives this year? How will you be evaluated this year? Problem priorities What keeps you up at night? Why? What are your top three challenges? Problem drill down How are you currently solving this problem? 
 How do you typically work around this problem? Sample Questions
  • 92. Intensity of pain What would be the impact of solving this problem? How many people are affected by the problem? Problem ownership Who else in your company shares these problems? Who would most benefit from solving this problem? Decision-making power What was the last technology purchase that you’ve been involved in? Who also is involved in decision making? Buying process If you identify the need for a new product in your department, how does your team typically go about purchasing the solution? Sample Questions
  • 94. 16. How to Conduct Problem Interviews
  • 95. Meeting Sequence 1. Greetings (two minutes); 2. Qualification (three minutes); 3. Open-ended questions (20 minutes); 4. Closing (five minutes); 5. Note review (ten minutes).
  • 96. Greetings (two minutes) Thank you for taking the time to meet with us. 
 We’re a young company helping retail marketing departments reduce their dependencies on newspapers for local customer targeting. We’re currently exploring a few product alternatives. We would like to understand your needs and reality before going too far into product development. I have roughly 20 questions for you today, none of which should be too difficult. Before we begin, I’d like to stress that we don’t have a finished product yet and our objective is to learn from you — not to sell or pitch to you. Does that make sense?
  • 97. Qualification (three minutes) - What is your role? - How long have you been working in this company? - With which department and business unit are you affiliated? - How many people report to you? - Can you walk me through a day in your work?
  • 98. Open-ended questions (20 minutes) -What are your objectives this year? - What keeps you up at night? Why? - What are your top three challenges? - Do you expect these objectives to be different next year? - How are you currently solving this problem?
  • 99. Closing (five minutes) A Followup meeting B Referrals
  • 100. Note review (ten minutes) - What elements stood out? - Were there any surprises?
  • 101. - Listen (really); - Abstract the problem one level; - Ask open questions; - Ask follow-up questions; Techniques to Get Prospects to Talk - Make use of silences.
  • 104. + ?
  • 105. The Importance of Taking a Step Back - Did you take a step forward? 
 - Did you learn? 
 - Were there noticeable differences in the profiles of your prospects? 
 - Do you feel like you can help those prospects? 
 - Were you able to speak with decision makers?
  • 108. Prioritizing Problems 1. By frequency – Is that pain shared by a lot of early adopters? 2. By intensity of pain – Are prospects actively trying to solve it?
  • 109. Painful Problems - The same person repeats it frequently with passion; - The company is actively trying to solve the problem; - The problem is frequently listed in the top five of your early adopters.
  • 110. Prioritizing Problems 1. By frequency – Is that pain shared by a lot of early adopters? 2. By intensity of pain – Are prospects actively trying to solve it? 3. By budget availability – Is this the pain of a buyer?
  • 111. Keep in Mind the Money Map…
  • 112. Prioritizing Problems 1. By frequency – Is that pain shared by a lot of early adopters? 2. By intensity of pain – Are prospects actively trying to solve it? 3. By budget availability – Is this the pain of a buyer? 4. By impact – What kind of ROI can you expect if you solve this problem? 5. By market education – Would you need to create a completely new paradigm?
  • 117. Failure to Validate Revenue ≠ ValidationFree Products ≠ ValidationLetters of Intent = ValidationMoney Up-Front
  • 118. Solution Interview Objectives - Learn the value that your solution provides; - Learn its place in your prospects’ technology mix; - Deepen your relationship with your prospects; - Learn how to repeat sales.
  • 119. Your First Customers Should… 1. Be willing to spend money for your product 2. Benefit from your solution (really) 3. Agree to endorse your company with a case study
  • 120. 21. Creating a Minimum Viable Product
  • 121. How B2C and B2B Compare Vision Problem Solution B2C
  • 122. How B2C and B2B Compare Vision Market Jury Problem Solution B2B Vision Problem Solution B2C
  • 123. Creating a Test Plan There are other customers The product can be productized The market is wide enough to sustain a business Th won le restr
  • 125. What your MVP Must Say About You 1. You can solve this problem 2. You can provide the value they seek 3. You’re different
  • 126. A Valuable MVP is… - An experiment – What are you trying to learn with this particular MVP? - That outputs data – What data are you collecting about your experiment? - And has a failure criteria – What determines the failure of the experiment?
  • 127. As Simple as Spreadsheets…
  • 128. Reaching Back to Your Prospects Good morning Mr. Smith, <-- Personalization Thank you again for taking the time to meet with us. We were able to make good progress on a solution to help you reach local customers more effectively. <-- Where you’re coming from, Problem We’d like to hear your perspective and advice on our solution. Would you be available for a quick 20-minute chat in the upcoming weeks? <-- Asking for advice, Call to action We also collected a lot of market intelligence that I’m sure, would be useful in your work. We’d like to share those insights with you. <-- What’s in it for them Thank you, I look forward to catching up.
  • 130. “The person you want to sell to is the person with the pain and/or the money.” Ken Morse, MIT Entrepreneurship Center Founding Managing Director, 1996-2009
  • 131. Economic Buyer Concerned with the ROI User Buyer Concerned with the user experience and day-to-day impact Technical Buyer Concerned with the security and feasibility Buyer Roles (Jury)
  • 132. Coach / Recommender Concerned with seeing your solution implemented Saboteur / Gatekeeper Concerned with not losing ground Buyer Roles (Jury)
  • 134. Selecting a Revenue Model - Commerce and retail; - Subscriptions and usage fees; - Licensing; - Auctions and bids; - Data; - Transactions/Intermediation; - Freemium; - Financial services models.
  • 135. What Value are you Providing? VALUE (Actual or Perception of) - RISK (Perception of) IMPLEMENTATION POTENTIAL=
  • 137. Set a Delivery Date
  • 138. Discounts - Provide extra service or free support; - Give early access to new functionalities; - Give a full feature account without increasing the cost; - Give custom features; - Guarantee benefits by giving customers a 30- or 60-day risk-free trial; - Introduce a money-back guarantee (“If you don’t find it useful, I don’t want you to use it”); 
 - Urge your customers to call you at home (if needed).
  • 139. Work with a Conditional Purchase - “If we’re able to increase your sales by 5%, then your company will buy.” - “After 60 days of the solution functioning as expected, your company will buy.”
  • 141. Meeting Sequence 1. Greetings (two minutes); 2. Problem qualification (three minutes); 3. Telling a compelling story (five minutes); 4. Solution exploration and demo (15 minutes); 5. Closing (five minutes).
  • 142. Problem Qualification (three minutes) “You had mentioned that problem A, problem B and problem C were important to you. Our team has worked hard to find a solution to problem A…”
  • 143. Telling a Compelling Story (five minutes) WHY SHOULD I CARE?
  • 144. Solution exploration and demo (15 mins) Expectations What would be wonderful? 
 How does this compare with what you had envisioned?
 Is that what your company was expecting? Usage How do you imagine your work being different with this solution? 
 Who would use this first? 
 How do you envision this being used? 
 Is this an everyday solution? 
 What would be the barriers to adopting a product like this? 
 Risk Would you deploy the solution across the enterprise if it were free? 
 

  • 145. Solution exploration and demo (15 mins) Risk What do you foresee as the biggest challenges to deploying this solution in the company? 
 What do you perceive as the weakest aspects of this solution? 
 Are there departments who might disapprove of this solution? 
 Value What impact do you imagine this solution will have on your work? What would we have to do to get you to pay two or three times that amount?
  • 146. Closing (five minutes) © Glengarry Glen Ross
  • 147. Sales Readiness Checklist They have the pain you’re solving; They have money or a budget; All buyers roles were identified and met; Nobody else can veto this deal; Other departments won’t disapprove the deal; Legal or Purchasing cannot block this deal; There are no other internal options that might prove more attractive than your proposal; There are no major risks or unresolvable issues with this deal.
  • 148. 25. How to Deal With Your First Purchase
  • 149. A Customer is Willing to Pay?
  • 150. How to Write the Agreement - Date; - Users; - Budgets; - Payment; - Evaluation of value; - Endorsements; - Discount; - Approval process.
  • 152. What is Product-Market Fit? 1. Revenue; 2. Engagement; 3. Growth.
  • 153. Revenue “Success in enterprise B2B requires a deep understanding of your customers. This is why we made Psykler a key part of our customer management process. It gives us actionable insights that you cannot get from traditional CRM tools.” [Client name], CEO
  • 154. Engagement - How long does it take for end-users to start using your solution? - How often do they use the solution? - How much time do they spend using the solution? - Can the main reason for buying be completed without effort? - How long does it take to complete the main tasks?
 - Do users enjoy using the solution? - How many features are being requested?
  • 155. Growth
  • 156. Evaluation - Were you able to consistently add value for customers in a single market segment? - Did the clients pay after the pilot was over or did they churn (move on)? - How engaged and satisfied were the clients with the product? - Did they refer your solution to other prospects?
  • 159. “A pivot is a structured course correction designed to test a new fundamental hypothesis about the product, strategy, and engine of growth. Pivots imply keeping one foot firmly in place as the company shifts in a new direction. ” Eric Ries, Lean Startup Author
  • 161. Different Ways to Pivot - Zoom-in pivot; - Zoom-out pivot; - Product value pivot; - Value capture pivot; - Channel pivot; - Technology pivot; - Customer need pivot; - Customer segment pivot.
  • 162. +
  • 166. The Curse of “Interesting”
  • 167. Postponed Usage “If you made your app easier to use I would start using it. I’m really busy right now but I’ll start using your app soon. If your app was cheaper I would start using it. ” David Cancel, Serial Entrepreneur
  • 168. Long Sales Cycles © Scott Adams
  • 172. Committed Budgets - Can another department pay for the solution? - Can it come out of the operating budget (opex)? - Are there business grants that can be leveraged to pay for the solution? - Can the solution be heavily discounted the first year on a three-year deal?
  • 173. 31. Techniques to Speed up Product-Market Validation
  • 174. Techniques for Speed 1. Finding the watering hole
  • 175. +
  • 176. Techniques for Speed 1. Finding the watering hole 2. Moving in with customers
  • 177. +
  • 178. Setting up a Customer Dev Panel
  • 179. Techniques for Speed 1. Finding the watering hole 2. Moving in with customers 3. Setting up a customer development panel 4. Using experts to gain social proof 5. Recruiting key staff and advisors 6. Using other sales staff to gain an edge
  • 180. Techniques for Speed 1. Finding the watering hole 2. Moving in with customers 3. Setting up a customer development panel 4. Using experts to gain social proof 5. Recruiting key staff and advisors 6. Using other sales staff to gain an edge 7. Starting with a free version
  • 181. +
  • 182. Techniques for Speed 1. Finding the watering hole 2. Moving in with customers 3. Setting up a customer development panel 4. Using experts to gain social proof 5. Recruiting key staff and advisors 6. Using other sales staff to gain an edge 7. Starting with a free version 8. Multi-tracking the validation process
  • 183. 32. Process Review & Further Questions
  • 184. In this Course Troubleshooting your vision Creating your first hypotheses Finding early adopters Contacting early adopters Conducting problem interviews Finding problems that matter Creating a Minimum Viable Product Preparing your pitch Validating a solution Evaluating product-market fit
  • 185. Interested in the Course? Étienne Garbugli www.leanb2bbook.com #leanb2b Subscribe to the Lean B2B Blog for a 30% Discount