The Lean LaunchPad

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18 Νοε 2013 (πριν από 3 χρόνια και 11 μήνες)

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The Lean
LaunchPad



Lecture 5: Customer Relationships



Steve Blank

Jon
Feiber

Jon Burke


http://i245.stanford.edu
/

1

Source: http://
giffconstable.com
/

2

images by JAM

customer
segments

key
partners

cost
structure

revenue
streams

channels

customer
relationships

key activities

key

resources

value
proposition

CUSTOMER RELATIONSHIPS

what relationships are you establishing with each segment?
personal? automated? acquisitive?

Retentive?
?

We

Call Customer Relationships
Demand Creation


Get, Keep and Grow


How will customers hear about your product?


How much will it cost to acquire a customer using these
strategies?


How does market type impact my demand creation strategy?

Customer Relationship Definition

Get

Keep

Grow

6

Get
Customers

Who needs to hear about you?

Suppliers

Channels

Government

Partners

End User

Influencer /
Recommender

Economic Buyer

Decision Maker

Demand Creation
Getting Free Users


Search Engine Optimization (SEO)


Blogging / Sharable content


Social Media / Gaming Mechanics


Communities


Proven viral coefficient >1


Demand


Creation

Demand Creation
Paying For Users

Public Relations

Demand Capture


SEM


“Free” products (e.g. widgets)


Biz
Dev


Affiliate Marketing

Market Education


Webinars


Email marketing


Trade Shows


Analyst Reports


Direct Sales


TV / Radio




Demand


Creation

“Get Customers” Funnel

Get
Customers Funnel
-

Physical

Demand Creation
Feeds

the
Sales Funnel

Paying

Customers

$

Demand


Creation

Acquisition

12

Keep
Customers

Earned
and


Paid Media

Get Customers

Keep Customers

Customer check
-
in calls

Customer satisfaction survey

product updates

Loyalty Programs

Keep
Customers Funnel
-

Physical

14

Grow
Customers

Earned
and


Paid Media

Get Customers

Keep
Customers

Customer check
-
in calls

customer satisfaction survey

product updates

Loyalty Programs

Grow
Customers

Grow
Customers Funnel
-

Physical

16

Get
Customers

“Get Customers” Funnel

Viral Loop

Get
Customers Funnel


Web/Mobile

Earned and

Paid Media

“Get Customers” Funnel

PR

SEO

Advertising

Blogs/Website

Tradeshows

Viral Mktg

SEM/PPC

Affiliate Mktg

Viral Loop

Demand Creation
Feeds the Sales Funnel

19

Keep
Customers

Contests,

events

Blogs,
RSS,
emails

P
roduct
updates

Affiliate Programs

“Get Customers”

Viral
Loop

Earned
and


Paid Media

Loyalty
Programs

Keep
Customers

Keep
Customers Funnel
-

Web/Mobile

21

Grow
Customers

Keep
Customers

Contests,

events

Blogs,
RSS,
emails

product updates

Affiliate Programs

Grow
Customers

Loyalty

Programs

Viral
Loop

Earned
and


Paid Media

Grow
Customers Funnel
-

Web/Mobile


How many come through the
first step?


How much does that cost?


What is the conversion between
each level?


How much in revenues can you
get out of each acquired
customer?

Demand Creation by Market Type


Create, drive demand into your
sales channel

Existing

Resegmented

New


Educate the market
about what’s
changed


Drive demand into channel


Educate the market


Identify/drive early adopters into your
sales channels

Clone


Copy a business

Market Type

Existing

Resegmented

New

Customers

Known

Possibly

Known

Unknown

Customer Needs

Performance

Better

fit

Transformational
improvement

Competitors

Many

Many if wrong,
few if right

None

Risk

Lack

of branding
,
sales and
distribution
ecosystem

Market and
product re
-
definition

Evangelism and
education cycle

Examples

Google

Southwest

Groupon

Market Type determines:


Rate of customer adoption


Sales and Marketing strategies


Cash requirements

How does market type influence demand creation?

Team Deliverable by Next Week
-

Web


Get a working web site and analytics up and running



Track where your visitors are coming from (marketing campaign, search
engine, etc.) and how their behavior differs


What were your hypotheses about your web site results?


Actually engage in “search engine marketing” (SEM)


Spend $20 as a team to test customer acquisition cost.


Ask your users to take action, such as signing up for a newsletter.


Use Google Analytics to measure the success of your campaigning.


Change messaging on site during the block to get costs lower, team that
gets the lowest delta costs wins.


If you assume
virality



show viral propagation of your product and the improvement of your viral
coefficient over several experiments


What is your assumed customer lifetime value?


Are there any proxy companies that would suggest that
this is a reasonable number?





Team Deliverable by Next Week


For
non
-
web teams
:


Get prototype demo working.


Build demand creation budget and forecast.


What is your customer acquisition cost?


Did anything change about Value Proposition or Customers/Users?


What is your customer lifetime value? Channel incentives


does your
product or proposition extend or replace existing revenue for the channel?


What is the “cost” of your channel, and it’s efficiency vs. your selling price?


Everyone
: Update you blog/wiki/journal


What kind of initial feedback did you receive from your users?


What are the entry barriers?


Present and explain your marketing campaign. What worked best and why?




28

Examples


implantable drug infusion pumps

with remote physician control

for chronic pain patients at home



the right dose at the right time and place


Christian Gutierrez (EL), Ellis Meng (PI), Carol Christopher (IM), Tuan Hoang (FE)

Patients

Training

Hospitals

Unit sales

Trade shows

Clinicians

Institutions

Support Services

Pain clinics

Clinical data

KOLs

Formulary Acceptance

FDA

IP

Advocacy Groups

Foundations

OEMs

Wireless
Developers

Manufacturing Costs

Product Dev Costs

FDA/Clinical Trials

Chronic Pain v4

FS Team

Payors/ICA

Marketing Costs

Faster relief

Efficient patient
management and
Dosing flexibility


Access to high
-
value
therapies and
pharmacoeconomics

pharmacoeconomics

Support

Proprietary
knowledge

Human
Resources

Electronic records

Electronic health
record providers

Bundled kits

CMS (Medicare)

Getting out


Dr. Stan Louie, Drug Formulation Expert (USC Pharmacy)

Dr. Giovanni Cucchiaro, Anesthesiologist (CHLA)


Dr. Diana Hull, Physician (Group Health in Washington state,
formerly at Kaiser California)

Thomas Hsu, Insurance Specialist (Network Medical
Management; a California ICA)

Two chronic pain patients


Pump user and creator of support forum


User of oral narcotics and patches


Dr. Frances Richmond (Director Regulatory Science Program,
USC)


Richard Hull (formerly at company selling Lapband)

Clinicians



Institutions/patients






Regulatory



Entrepreneurs/

Industry

Patients

Product flow/Channel

Fluid Synchrony

Electronic
Health
Records

Partners/

OEMS

Hospitals

(Anesthesiologists

Neurosurgeons)

Pain Clinic

(Anesthesiologists

Neurosurgeons)


Pump +
Controller

Support
Services

Bundled
Kits

Electronic
Records

Channels (Direct)


Direct to institutions


Some formularies involved in purchase
decisions


Some doctors make purchase decision
directly


Device company/Doctor relationship is key


Heavily influenced by :


Clinical study results


Regulatory approval


Reimbursement












Hospitals

Pain Clinics

Patient Care Flow (Now)

Fluid Synchrony

Hospitals

(Anesthesiologists

Neurosurgeons)

Pain Clinic

(Anesthesiologists

Neurosurgeons)


Scheduled
follow
-
up

Patient
Discharged

Surgery/Rx/

reprogramming

Trial period/
Home setting

Weeks/months

Key factors: Reimbursement , state regulations

Pump +
Controller

Support
Services

Bundled
Kits

Partners/

OEMS

Patient Care Flow (Proposed)

Fluid Synchrony

Electronic
Health
Records

Hospitals

(Anesthesiologists

Neurosurgeons)

Pain Clinic

(Anesthesiologists

Neurosurgeons)


Pump +
Controller

Support
Services

Bundled
Kits

Electronic
Records

Scheduled
follow
-
up

Patient
Discharged

Surgery/Rx/

reprogramming

Trial period/
Home setting

Partners/

OEMS

Weeks/months

Actionable feedback

to doctors/institutions

E
-
prescription / closing loop

Key factors: Reimbursement , state regulations

Days

Regulatory considerations

PMA

510K

Trial size

100

s of patients

20
-
100

Costs

Up to $100,000 per patient

$10
-
50 MM

$1
-
10 MM

Time


~ 3
-
4 yrs + post
approval follow
-
on

~ 2
-
3 yrs


PMA approval with grouping of FDA approved drugs.


Clinical trials results used to obtain CMS (Medicare)
approval


510K restricts technology to predicate devices


Can be more difficult to market against incumbents


European CE mark is easier to attain (safety and
performance only)











Take
-
aways


Channel is direct in this existing market


Channel for e
-
health is more complex and evolving


State
-
to
-
state regulations can impact incentives


Can pose problems as electronic records systems vary
across the country



Next Steps


Understand costs associated with reaching
doctors/institutions directly


Understand structure of e
-
health channel


Develop regulatory pathway (timelines and cost profile)




Patients

Training

Hospitals

Unit sales

Trade shows

Clinicians

Institutions

Support Services

Pain clinics

Clinical data

KOLs

Formulary Acceptance

FDA

IP

Advocacy Groups

Foundations

OEMs

Wireless
Developers

Manufacturing Costs

Product Dev Costs

FDA/Clinical Trials

Chronic Pain v4

FS Team

Payors

Marketing Costs

Faster relief

Efficient patient
management and
Dosing flexibility


Access to high
-
value
therapies and
pharmacoeconomics

pharmacoeconomics

Support

Proprietary
knowledge

Human
Resources

Electronic records

Electronic health
record providers

Bundled kits


Manufacturing platform for

rapid,
cost
-
effective,

and scalable

production of
therapeutics
in tobacco



insero

= to plant
”gen”

= gene


Lucas Arzola (EL)

Karen McDonald (PI)

Vasilis Voudouris (Mentor)

What We Know

We have a novel technology platform with numerous market
opportunities

Our working hypothesis


that we can scale up and commercialize our
platform for production of life
-
saving therapeutics

Jon Feiber



Since you are a platform technology, it makes sense to
engage in ‘market discovery’ and ‘customer discovery’ at the same
time during the next weeks”

Challenging this hypothesis by speaking with as many experts and
customers as we can

This week
: explored decision making and distribution channels in the
case of a pandemic





The Business Model Canvas

Speed

Cost
-
Effectiveness

Robustness

Scalability

Safety

Ease of Customization

U.S. Supply

R&D

Manufacturing

Regulatory Approval

Licensing

Marketing

Tobacco Suppliers

Gene Synthesis
Companies

CMOs

-

Purification

-

Fill & Finish

-

Packaging

-

QA/QC

CROs

-

Clinical Trials

FDA



IP


Patents, Trade
Secret

Manufacturing Facility

Capital Investments

Manufacturing Costs

Licensing Costs

Marketing


Contract Manufacturing

Fully Integrated Manufacturing (Sales)

Licensing (Royalties)


U.S. Government

-

CDC

-

HHS BARDA

-

DOD DARPA

Foreign Governments

NGOs

Vaccine Manufacturers

-
Established and
Emerging Biotech

Distribution through
Government and
Pharma Companies

Long
-
Term
Contracts with
Government and
Vaccine
Manufacturers

Target Product


seasonal & pandemic flu vaccines

Getting Out of the Lab!

Cast a broad net by talking to many different experts and customers:



(1) Executives from large companies



Name

Title

Institution

Michael

Girard

Sustainability Manager

Aerojet

Michael

Jacobson

Director

of Corporate Responsibility

Intel

Joseph

Kieren

Director

of Corporate Real Estate

AT&T

(2)
Entrepreneurs and angel investors

from Sacramento




Name

Title

Institution

Andrew
Hargadon

Professor of Management

UC Davis

Wil

Agatstein

Professor of Management

UC Davis

Larry

Palley

Former General

Manager

Intel

John
Selep

Operations Manager

HP

Thomas

Alberts

Consultant

SBDC

Cary Adams

Head of

MedStart Program

SARTA

Getting Out of the Lab!

(4) Experts in vaccine manufacturing




Name

Title

Institution

Ann Arvin

PCAST Vaccinology Working Group
(
Key Opinion Leader on Vaccines)

Stanford

Misa

Sugui

Associate Scientist

MedImmune

Floro Cataniag

Laboratory

Manager

MedImmune

(3)
Experts

in

the commercialization of biotech platform technologies




Name

Title

Institution

Greg McParland

Consultant

DSM Ventures

Fernando Garcia

Senior Director

Amyris

Channels and Distribution




Conversation with Dr. Ann Arvin


Key Opinion Leader on vaccines

In the case of a pandemic:


Vaccine manufacturers
have to be producing vaccines for seasonal flu


regulatory approval, QA, and validation need to be in place


When a pandemic occurs, the
government
(
BARDA
) negotiates a manufacturing
contract with vaccine companies


number of doses, formulation, price, and time
are agreed upon


CDC

provides the elucidated strain to the manufacturer


FDA

considers the pandemic flu vaccine to be a variation of the seasonal flu
vaccine


new regulatory approval is not necessary


Vaccine manufacturers
work with the new strain to ramp up production as
quickly as they can


takes 4
-
6 months


Sterility and quality testing is performed for the produced vaccines


some tests
are done in
-
house and some are done by
outside laboratories


Vaccine
is released




Channels and Distribution




Getting the vaccines

t
o

the patients


Vaccine manufacturers
have contracts with
wholesalers

(i.e. McKesson Corp.)
to distribute the vaccines


distribution is not a cost for the manufacturers, they
hand over the product


In the case of a pandemic, vaccines are also distributed through local contracts

with
the
state health departments


They

distribute the vaccines to
hospitals

and
clinics
, where they can be
administered to the
patients




Organizational Strategy

Conversation with Greg McParland


Former CEO of biotech
platform company:
the virtual biotechnology company model


Starting out and for as long as you can, you should be a virtual
company
.
You can have contracts to outsource the downstream part of the
process (purification, fill and finish, packaging, etc.) ”

“Keep your core technology and focus on using your manufacturing platform
for protein production”.

Common practice in biotechnology


almost every company has contracts with
CROs, CMOs, marketing and distribution arrangements, etc.

More flexibility



move quickly from failed avenues of research to more
promising projects

Startups partner with big pharma companies to complete clinical trials and take
product to market

“If you build it, they will come”


but only build the essential core
that lets you control your technology platform



More Feedback




Conversation

with Dr. Ann Arvin


Key Opinion
L
eader

on vaccines


Pain point
: Reliability issues with traditional egg platform
-

willingness to move
away
to a different manufacturing platform


Pain point
: Current platforms are not fast enough, cannot have an impact in case
of a pandemic
-

sense of urgency in finding a manufacturing platform that can
produce vaccines faster and at a large scale


Given this landscape, we

still believe our technology can solve a significant
problem in the vaccine market

Conversation with Dr. Misa Sugui & Dr. Floro Cataniag


MedImmune


Pain point
: attenuated virus platform is harder to work with, safety measures are
more stringent


would prefer recombinant subunit vaccines


W
ish
:
a
faster process

for vaccine production (our technology can help with this)


Wish:

a faster process for clinical trials and for approval of new drugs (this we
can’t do anything about)


MedImmune

is a possible partner
-

always looking for new vaccine production
technologies
and new products to incorporate in their pipeline


More Feedback




Conversation with Fernando Garcia


Amyris


Biotech platform technology company


First target product
: drug for malaria, partnered with Sanofi to commercialize


Change in strategy
: they have transitioned

into making biofuels


Why

have they made this transition? We will follow up with one of the founders
of the company to find out

Next Steps

We believe we have a good feel for our value proposition


We need to better understand how we can sell to customers and
how to establish these relationships, how partners’ decisions
are made


meeting with Sanofi Head of External R&D


Keep searching for a business model that will allow us to
commercialize our technology


looking for meetings with
companies that distribute/sell flu vaccine antigens for
research and diagnostic use, trying to determine market
size


We need to talk to many more experts and customers…


Business Canvas

Interviews

Action

Motion

Customer Interaction Meetings:

1.
Director of R&D of C/A partner

2.
NETL Methane Hydrate RG

3.
Ed Faust, Global Marketing, Siemens

4.
Former GE Employee

5.
Berkeley sensors group

6.
Tim Fogarty, Director of IW Energy

Planned Customer Interaction
Meetings:

1.
Jeff
Farbacher
, CEO
Accutran

2.
Ed Faust, Global Marketing,
Siemens

3.
Charles Noll, Marcellus Shale
Coalition

Hypothesis Testing:

1.
Ed Faust, Global Marketing, Siemens





Planned Hypothesis Testing:

1.
Dr.
Gilad

Kusne
, NIST

2.
Ann
Truschel
, Corporate Insurance
Broker

3.
Tim Fogarty, Director of IW Energy


Direct Marketing

Possible

Not Possible

[Too expensive]

-
Every significant market segment has
specific marketing agencies directed
towards selling them goods


Chemical

Chemical,

Physical,

Thermal

….

Direct Marketing

Possible

Not Possible

[Too expensive]

-
Every significant market segment has
specific marketing agencies directed
towards selling them goods


Chemical

Chemical,

Physical,

Thermal

….

Direct Marketing

Possible

Not Possible

[Too expensive]

-
Every significant market segment has
specific marketing agencies directed
towards selling them goods


Chemical

Chemical,

Physical,

Thermal

….

Direct sales to plants typically is a very hard way to generate
scalable business in the sensors market.


Typically much better to bundle product into offerings from larger
sensors businesses


Agrees with current approach to this first market!



Org. Chart


Current C/A Partner

CEO, CTO, CFO, etc. etc. etc.


Global Director of R&D

CEO,

Director of R&D

Director of Marketing

Director of Product

Service


Engineers, etc. etc.
etc.

Director of R&D