Now you go outside
Posted: Wed Dec 18, 2024 5:21 am
A good example is the first iPod from Apple. When Apple introduced the iPod in 2001, there were already several mp3 players on the market. Innovators and early adopters saw the convenience of such a small music player, but they did not really go mainstream. This was not due to the product itself, but because the total product was not complete and mainstream markets simply expect a total product .
Early adopters are prepared to put together the total product themselves. Mainstream markets do not want to make this effort and buy a total product .
The player alone was of no use to you (of course) without music. But there was no store where you could buy mp3s. You had to convert your purchased cds to mp3 files yourself. And that was not easy, to say the least. You had to use some vague tool that asked you all sorts of difficult questions about the file format, bit rate and codec.
Apple was smart enough to think about the total product. In addition to the MP3 player, Apple also introduced the iTunes store in 2001. A digital store where you could buy a song for 99 cents. With one push of a button, the music was on your iPod. In addition, the iPod was supplied with the well-known white earphones.
So the total product was the mp3 player, the earphones and iTunes. Apple chose to develop the total product entirely in-house (partly made possible by the acquisition of SoundJam MP in 2000), but that is not necessary. You can also enter into smart partnerships for this.
Cost structure
Describe the main costs you incur to create, lebanon telegram data promote, sell, deliver and maintain the total product. Are they one-time costs, fixed costs or are they dependent on sales volume?
Revenue stream(s)
Describe the sources of income. What are the amounts involved? How is it paid? Is it one-time income or recurring income?
Growth Strategy
Describe the different ways you will acquire customers and users, keep them and get more out of your existing customers and users. How will you scale up? What is the 'growth engine' and associated churn rate and growth factor (see Lean Startup, Chapter 10)?
And now?
Talk to your (potential) customers and users. Interview them, observe them, test (parts of) your concept with them. Learn as much and as quickly as possible. Validate your assumptions, start with the riskiest assumptions. These are the assumptions that, if they were invalidated, would have the greatest impact on your concept.How to set up a conceptEvery time you gain new insights, you adjust the Startup Canvas. You can see at a glance that some adjustments have direct or indirect consequences for the other parts of the Startup Canvas. You adjust those parts as well. In no time at all, your business model will be correct again and stronger than ever.
Early adopters are prepared to put together the total product themselves. Mainstream markets do not want to make this effort and buy a total product .
The player alone was of no use to you (of course) without music. But there was no store where you could buy mp3s. You had to convert your purchased cds to mp3 files yourself. And that was not easy, to say the least. You had to use some vague tool that asked you all sorts of difficult questions about the file format, bit rate and codec.
Apple was smart enough to think about the total product. In addition to the MP3 player, Apple also introduced the iTunes store in 2001. A digital store where you could buy a song for 99 cents. With one push of a button, the music was on your iPod. In addition, the iPod was supplied with the well-known white earphones.
So the total product was the mp3 player, the earphones and iTunes. Apple chose to develop the total product entirely in-house (partly made possible by the acquisition of SoundJam MP in 2000), but that is not necessary. You can also enter into smart partnerships for this.
Cost structure
Describe the main costs you incur to create, lebanon telegram data promote, sell, deliver and maintain the total product. Are they one-time costs, fixed costs or are they dependent on sales volume?
Revenue stream(s)
Describe the sources of income. What are the amounts involved? How is it paid? Is it one-time income or recurring income?
Growth Strategy
Describe the different ways you will acquire customers and users, keep them and get more out of your existing customers and users. How will you scale up? What is the 'growth engine' and associated churn rate and growth factor (see Lean Startup, Chapter 10)?
And now?
Talk to your (potential) customers and users. Interview them, observe them, test (parts of) your concept with them. Learn as much and as quickly as possible. Validate your assumptions, start with the riskiest assumptions. These are the assumptions that, if they were invalidated, would have the greatest impact on your concept.How to set up a conceptEvery time you gain new insights, you adjust the Startup Canvas. You can see at a glance that some adjustments have direct or indirect consequences for the other parts of the Startup Canvas. You adjust those parts as well. In no time at all, your business model will be correct again and stronger than ever.