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Play Stop. Walking on the Beach 3 Oct, Unfortunately it's not. After watching countless entrepreneurs and intrapreneurs struggle with customer development concepts, we decided to put together this short, practical guide.
The book takes you through the story of two entrepreneurs doing customer discovery for the first time, and then proceeds to give you concrete tactics, tools and examples to answer key questions such as:.
If you are interested in learning how to run effective experiments, check out the sequel Testing with Humans. You can purchase the book on Amazon, however if you are with a non-profit or educational organization, we share the book for free. Giff Constable giffconstable. In , he wrote the award-winning book Talking to Humans , in partnership with Frank Rimalovski, which is now standard reading in university and accelerator programs around the world. In , they followed up with the sequel Testing with Humans.
And if they are struggling to remember specifics, help them set the scene of their story: what part of the year or time of day? Were you with anyone?
The researchers at Meetup. Pretend you are filming the scene, watching the actor playing you. At this moment, what is their emotion, what are they feeling? One of the best indicators that the market needs a new or better solution is that some people are not just accepting their frustration with a particular problem, but they are actively trying to solve it.
For someone to try a new product, their pain usually needs to be acute enough that they will change their behavior, take a risk, and even pay for it. If you feel like you are seeing good evidence that someone actually has a problem, it is worth asking where it ranks in their list of things to solve. Is it their 1 pain, or something too low in priority to warrant attention and budget?
Anytime something tweaks your antenna, drill down with follow up questions. Purposefully misrepresent what they just said when you parrot it back, and then see if they correct you.
But use this technique sparingly, if at all. Separate the storytelling part of your session from the feedback part. People love to brainstorm on features and solutions, and this will end up influencing the stories they might tell. So dig into their stories first, and gather any feedback second. Disarm their politeness training. Ask them up-front to be brutally honest, and explain that it is the very best way for them to help you. Finally, keep in mind that it is incredibly easy for people to tell you that they like your product.
You need to spot your errors sooner rather than later. To find your patterns, first you need to track the data. This is easy if you bring a good notetaker to the interview, but otherwise, make sure that you write up your notes as soon after your conversation as possible. Make them available to the entire team with Google Docs or the equivalent. At the start of every entry, note the following information: Name of interview subject Date and time Name of interviewer In person or video conference Photo if you have one Then at the start of your notes, include basic descriptive information of the interview subject.
Our brains like to influence our thinking with cognitive biases, especially filtering results for what we want to hear. Calculating actual metrics helps fight against that dynamic. Bring your team together and arm them with sticky notes and sharpies. Give everyone 10 minutes to jot down as many patterns and observations as they saw during their interviews. Put all the sticky notes on a wall and have someone sort them into groups.
As a team, discuss the patterns, and then re-review your assumptions or business canvas and see what might need to change or require greater investigation.
Customer development interviews will not give you statistically significant data, but they will give you insights based on patterns. But neither do you want to be bogged down trying to talk to thousands of people before you can make a decision. Ultimately, you are better off moving fast and making decisions from credible patterns than dithering about in analysis paralysis. It is not the job of the customer to design your product. It is yours. As you are gathering information and making decisions, act like a intelligent filter, not an order-taker.
While all entrepreneurs get their fair share of naysayers and skeptics, you have to be wary of the opposite problem in customer development interviews. People will want to be helpful and nice, and your brain will want to hear nice things.
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