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Episode Markers
  • 39:40
     
    #prepaying customers to validate an idea   
    Use prepaying customers to validate an idea. Kickstarter is founded on this premise.
  • 47:29
     
    #Minimum Viable Segment    #Lean Startup    #Minimal Viable Product   
    Avoid the stretch into too many segments and seek a product market fit solution where ever need identified is the same. At this point, you have arrived at a Minimum Viable Segment (MVS) extending Lean Startup's Minimal Viable Product into the market.
  • 47:48
     
    #MVS is tested by repeatability    #Minimum Repeatable Product   
    The Minimum Viable Segment MVS is tested by repeatability in the go to market. From hear, seek a Minimum Repeatable Product (MRP).
  • 01:02:33
     
    #Seek a SLIPPERY model   
    Seek a SLIPPERY model; Simple, Low initial cost, Install easily, Proves value quickly, Plays well with others, Easy to use, ROI is obvious, Your customers can't live without it.
  • 01:03:08
     
    #If I had more time, I would have written a shorter letter    #Blaise Pascal   
    Simple -- "If I had more time, I would have written a shorter letter". A paraphrase of the quote from Blaise Pascal - "I would have written a shorter letter, but I did not have the time".
  • 01:04:25
     
    #Microsoft entertainment center vs the simple remote from Apple   
    UX comparison of the many buttons on the remote for the Microsoft entertainment center vs the simple remote from Apple. The Microsoft product doesn't exist any more, the Apple one sold millions of units prior to being a mainstream product for Apple.
  • 01:05:06
     
    #Knowledge management   
    In the 90s, Knowledge management was supposed to be a huge market segment, but it went nowhere because it was too complex.
  • 01:07:30
     
    #Low initial cost   
    Freemium is an example of Low initial cost. free-fail where a startup attracts a bunch of users, but they are all valuing the product exactly at what they are paying for it -- 0.
  • 01:07:53
     
    #Freemium - upsell model   
    He sites LinkedIn as an example that used the Freemium - upsell model extremely well.
  • 01:09:19
     
    #Install and Integrate   
    Products must Install and Integrate easily. Failure to do so is why enterprise software is dying. Shelfware exists because software doesn't integrate and install easily.
  • 01:10:23
     
    #Open API    #RESTful API   
    Graph of the increase in use of Open APIs shows how simple integraton is essential. Figure out how to integrate with all those RESTful APIs.
  • 01:12:32
     
    #integration map   
    Demandware example integration map.
  • 01:13:26
     
    #Prove value quickly   
    Prove value quickly.
  • 01:14:20
     
    #self proving value    #metrics and visibility dashboards   
    Integrate self proving value into the products. Companies that do this well do this from day 1 via metrics and visibility dashboards. Measure the value for the customer.
  • 01:15:29
     
    #Plays well with others   
    The second P in SLIPPERY, "Plays well with others" is restated as "Package and progressively disclose value".
  • 01:17:33
     
    #Easy to use and apply    #Out of the Box Experience   
    Easy to use and apply In software have and Out of the Box Experience. Pay attention to the initial experience much how many physical products pay attention to the packaging experience, which has led to the unboxing phenomenon.
  • 01:18:12
     
    #Salesforce vs Siebel   
    Similar to how Apple has quick start templates for all its products, Salesforce vs Siebel Salesforce has a great day one experience whereas Siebel did not.
  • 01:18:58
     
    #ROI should be obvious   
    ROI should be obvious
  • 01:21:16
     
    #SLIPPERY products   
    SLIPPERY products summary -- a SLIPPERY product is a disruptive innovation that has no disruption to adoption.

Startup Secrets: Turning Products into Companies

You've figured out your value prop, you've got a great product under development. Now what? How can you develop a roadmap to build a company? VCs often qualify deals as being a "feature" a "product" or a "company." Which do you have and how will you get where you want to go? During this session we'll discuss how to think about designing your product as a foundational element of your business. Think beyond UX and Architecture to Whole Product, Ecosystems, and Strategic partners. Formulate how to design your go to market strategy and business model into your product with a modular architecture, distinctive packaging and a frictionless approach. Learn more about the Harvard Innovation Lab at http://i-lab.harvard.edu/ and follow us on Twitter at http://twitter.com/innovationlab and like us on Facebook at https://www.facebook.com/harvardinnovationlab






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