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- Lean B2B
More About This Title Lean B2B
- English
English
Get from Idea to Product/Market Fit in B2B. The world has changed. Nowadays, there are more companies building B2B products than there’s ever been. Products are entering organizations top-down, middle-out, and bottom-up. Teams and managers control their budgets. Buyers have become savvier and more impatient. The case for the value of new innovations no longer needs to be made. Technology products get hired, and fired faster than ever before. The challenges have moved from building and validating products to gaining adoption in increasingly crowded and fragmented markets. This, requires a new playbook. The second edition of Lean B2B is the result of years of research into B2B entrepreneurship. It builds off the unique Lean B2B Methodology, which has already helped thousands of entrepreneurs and innovators around the world build successful businesses. In this new edition, you’ll learn: - Why companies seek out new products, and why they agree to buy from unproven vendors like startups - How to find early adopters, establish your credibility, and convince business stakeholders to work with you - What type of opportunities can increase the likelihood of building a product that finds adoption in businesses - How to learn from stakeholders, identify a great opportunity, and create a compelling value proposition - How to get initial validation, create a minimum viable product, and iterate until you're able to find product/market fit This second edition of Lean B2B will show you how to build the products that businesses need, want, buy, and adopt.
- English
English
Étienne Garbugli works at the intersection of Tech, Product, and Marketing.
He’s a three-time startup founder (Highlights, Flagback and HireVoice), a five-time entrepreneur, and a customer research expert.
In 2014, he published the book Lean B2B: Build Products Businesses Want. The Lean B2B methodology helps thousands of entrepreneurs and innovators around the world build successful businesses.
He’s a three-time startup founder (Highlights, Flagback and HireVoice), a five-time entrepreneur, and a customer research expert.
In 2014, he published the book Lean B2B: Build Products Businesses Want. The Lean B2B methodology helps thousands of entrepreneurs and innovators around the world build successful businesses.
- English
English
Part I: Why This Book Matters
Chapter 1 — Introduction
When David Met Goliath
What Selling to Businesses Feels Like
Who Should Be Reading This Book
Chapter 2 — How Lean B2B Came to Be
The Challenges of Lean Startups in B2B
The Book I Would Have Loved to Read
Chapter 3 — Business to Business
What Makes B2B Different
The Challenges of Starting Out in B2B
How to Win in B2B
Taking Action
26
Part II: People
Chapter 4 — Getting Set Up
The Founding Team
Risk Profiles
Tradeoffs
Minimum Viable Visions
The Initial Agreement
Taking Action
Chapter 5 — Finding a Wedge
What a Wedge Is
Defining a First Wedge
Clarifying Your Wedge
Taking Action
Chapter 6 — Finding Early Adopters
The Stakeholders You Want to Find
How to Find Early Adopters
Why Early Adopters Speak to Founders
Recruiting Early Adopters
Taking Action
Part III: Needs
Chapter 7 — How Needs Get Created
How Gaps Get Created Inside Organizations
Why Companies Don’t Choose Startups
The Four Types of Opportunities for Startups
Finding Opportunities
Taking Action
Chapter 8 — Conducting Discovery Interviews
What You’re Trying to Learn
How to Learn With Interviews
How to Do Customer Interviews
Interviewing Prospects
Practice Makes Perfect
Taking Action
Chapter 9 — Finding an Opportunity
Selecting a MVS
Establishing a Baseline
Locking in on a Wedge
Evaluating Opportunities
Making a Decision
Taking Action
Part IV: Value Proposition
Chapter 10 — Prioritizing Accounts
Validating Your Opportunity
Understanding the Stakeholders
Finding a Change Agent
Prioritizing Accounts
Taking Action
Chapter 11 — Preparing the Offer
The Value
The Risks
The Terms
The Endorsements
The Supporting Assets
Taking Action
Chapter 12 — Doing Pre-Sales
Reengaging Prospects
Conducting Solution Interviews
Dealing With Your First Purchase
Making Progress
Taking Action
Part V: Solutions
200
Chapter 13 — Creating a Minimum Viable Product
Finding Your Fit
Delivering the Value
Using the Right Tools
Committing to Your MVP
Taking Action
Chapter 14 — Iterating Customer Value
Staying the Course
Assessing the Value Delivered
Taking in More Perspectives
Confirming Your Learnings
Iterating to PMF
Creating Heroes
Taking Action
Chapter 15 — Finding Product/Market Fit
The Elusive Product/Market Fit
Self-Assessment: Do You Have PMF?
Pivoting Forward
Success Ratios
When to Stick and When to Quit
Taking Action
Part VI: Speed
Chapter 16 — Addressing Common Challenges
Being Everything
Pet Problems
The Curse of “Interesting”
Long Time to Value
Postponed Use
Long Sales Cycles
Insufficient Credibility
Gatekeepers and Saboteurs
Insufficient Value for the Money
Soft Value Propositions
Committed Budgets
Change Agent With Insufficient Influence
Lack of Momentum
Taking Action
Chapter 17 — Speeding up P/M Validation
1) Buying or Copying Features (or an Entire Product)
2) Co-Creating the Product With Customers
3) Finding the Watering Holes
4) Moving in With Customers
5) Setting Up a Customer Development Panel
6) Working With Experts to Gain Social Proof
7) Recruiting Key Staff and Advisors
8) Using Other Sales Staff to Gain a Competitive Edge
9) Leveraging Market Experts
10) Starting Down-Market
Taking Action
Chapter 18 — Conclusion
What Lean B2B Won’t Do
Table of Contents vii
275
276
The True Benefits of The Lean B2B Methodology
Remaining Humble to Avoid Pain
282
Appendices
Chapter 1 — Introduction
When David Met Goliath
What Selling to Businesses Feels Like
Who Should Be Reading This Book
Chapter 2 — How Lean B2B Came to Be
The Challenges of Lean Startups in B2B
The Book I Would Have Loved to Read
Chapter 3 — Business to Business
What Makes B2B Different
The Challenges of Starting Out in B2B
How to Win in B2B
Taking Action
26
Part II: People
Chapter 4 — Getting Set Up
The Founding Team
Risk Profiles
Tradeoffs
Minimum Viable Visions
The Initial Agreement
Taking Action
Chapter 5 — Finding a Wedge
What a Wedge Is
Defining a First Wedge
Clarifying Your Wedge
Taking Action
Chapter 6 — Finding Early Adopters
The Stakeholders You Want to Find
How to Find Early Adopters
Why Early Adopters Speak to Founders
Recruiting Early Adopters
Taking Action
Part III: Needs
Chapter 7 — How Needs Get Created
How Gaps Get Created Inside Organizations
Why Companies Don’t Choose Startups
The Four Types of Opportunities for Startups
Finding Opportunities
Taking Action
Chapter 8 — Conducting Discovery Interviews
What You’re Trying to Learn
How to Learn With Interviews
How to Do Customer Interviews
Interviewing Prospects
Practice Makes Perfect
Taking Action
Chapter 9 — Finding an Opportunity
Selecting a MVS
Establishing a Baseline
Locking in on a Wedge
Evaluating Opportunities
Making a Decision
Taking Action
Part IV: Value Proposition
Chapter 10 — Prioritizing Accounts
Validating Your Opportunity
Understanding the Stakeholders
Finding a Change Agent
Prioritizing Accounts
Taking Action
Chapter 11 — Preparing the Offer
The Value
The Risks
The Terms
The Endorsements
The Supporting Assets
Taking Action
Chapter 12 — Doing Pre-Sales
Reengaging Prospects
Conducting Solution Interviews
Dealing With Your First Purchase
Making Progress
Taking Action
Part V: Solutions
200
Chapter 13 — Creating a Minimum Viable Product
Finding Your Fit
Delivering the Value
Using the Right Tools
Committing to Your MVP
Taking Action
Chapter 14 — Iterating Customer Value
Staying the Course
Assessing the Value Delivered
Taking in More Perspectives
Confirming Your Learnings
Iterating to PMF
Creating Heroes
Taking Action
Chapter 15 — Finding Product/Market Fit
The Elusive Product/Market Fit
Self-Assessment: Do You Have PMF?
Pivoting Forward
Success Ratios
When to Stick and When to Quit
Taking Action
Part VI: Speed
Chapter 16 — Addressing Common Challenges
Being Everything
Pet Problems
The Curse of “Interesting”
Long Time to Value
Postponed Use
Long Sales Cycles
Insufficient Credibility
Gatekeepers and Saboteurs
Insufficient Value for the Money
Soft Value Propositions
Committed Budgets
Change Agent With Insufficient Influence
Lack of Momentum
Taking Action
Chapter 17 — Speeding up P/M Validation
1) Buying or Copying Features (or an Entire Product)
2) Co-Creating the Product With Customers
3) Finding the Watering Holes
4) Moving in With Customers
5) Setting Up a Customer Development Panel
6) Working With Experts to Gain Social Proof
7) Recruiting Key Staff and Advisors
8) Using Other Sales Staff to Gain a Competitive Edge
9) Leveraging Market Experts
10) Starting Down-Market
Taking Action
Chapter 18 — Conclusion
What Lean B2B Won’t Do
Table of Contents vii
275
276
The True Benefits of The Lean B2B Methodology
Remaining Humble to Avoid Pain
282
Appendices
- English
English
Matti
5.0 out of 5 stars Must read for B2B business owners
Reviewed in Germany on May 21, 2022
Verified Purchase
The entry strategy to acquire Enterprise clients has evolved, and this book is an excellent summary of tools and explanations to apply the lean methodology to sell to organisations.
I know how difficult is to get the foot in the door of businesses at the beginning, this book helps one to focus on what matters during the first steps.
5.0 out of 5 stars Must read for B2B business owners
Reviewed in Germany on May 21, 2022
Verified Purchase
The entry strategy to acquire Enterprise clients has evolved, and this book is an excellent summary of tools and explanations to apply the lean methodology to sell to organisations.
I know how difficult is to get the foot in the door of businesses at the beginning, this book helps one to focus on what matters during the first steps.
