Keeping a locked knee (or a completely straight leg) is key for one-legged balancing yoga poses. A locked knee provides a solid foundation that keeps your foot grounded as you progress through the rest of the pose. I can’t help but draw a parallel to running lean where “locking your knees” corresponds to “tackling what’s riskiest in your business model”.
While you might be really excited by your idea’s potential, others don’t see what you see. What they see instead is something untested and risky. It logically follows that that you should prioritize tackling what’s riskiest, not what’s easiest, in your business model. But while tackling what’s riskiest is a simple enough concept to grasp, it’s ironically quite hard to put into practice.
A basic tenet of running lean is validating a product or feature ideally without having to building it first
The first battle isn’t fought on the ground but in the mind of the customer. It isn’t fought with your built out solution but instead with an offer.
It’s not enough just to talk to customers. You have to know know.
In this post, Garrett shares his lessons learned for crafting effective customer interviews.
In my post “Why You Should Never Ask Customers What They’ll Pay, I covered how to uncover initial pricing for your product by first spending time to understand your customer, their problems, and their existing alternatives. In this post, I’ll talk about how you use that information to test pricing.
Can you imagine Steve Jobs asking you what you would have been willing to pay for an iPad before it launched? Sounds ludicrous right? Yet, you’ve probably asked a customer for a “ballpark price” at some point. Well, that’s just backwards. Think about it for a moment. There is no reasonable economic justification for a customer to offer anything but a low-ball figure. They may honestly not know and this question only makes them uncomfortable.
In his book, “All Marketers are
Liars Tell Stories”, Seth Godin defines a “worldview” as the set of rules, values, beliefs, and biases people bring to a situation. He offers a strategy of not trying to change a person’s worldview but rather framing your story in terms of their pre-existing worldview.
Eric Ries describes the three A’s of metrics as: Actionable, Accessible, and Auditable. Today, I’d like to share our take on what it means for metrics to be accessible.