Comments during the 3rd Presentation:

Perhaps we should have two canvas: short term one and long term one.

@3D http://www.stemcell.com/ – a Vancouver “service provider” to industry. Have you considered providing a “service”?

@3d I have a contact at Abbott pharmaceuticals if you’re interested. my email: bpeterson@lululemon.com

3d printer service bureau. Fabrication in France and US: http://www.sculpteo.com/en

Notes from the 3rd workshop:

Customer Discovery – accept that your initial view of the world was wrong! So need to sketch, test and explain to others then learn, pivot

Customer Validation is next! Repeatable! Focus! Build Scale!

Consider the difference between the official org chart and the real one that you need to find!

Map the org chart and roles, colour coding to categorize, try and characterize other similar orgs. Be able to explain it –> sales map

How does customer view of the world look? Where do you fit? What is balance of power for negotiation? Time, effort, $%

Selling is different in new categories and at different stages: check “Selling the Wheel” 2001 but good points http://bit.ly/XK302B

Your sales model & customer relationship plan will be different from anyone else – but there are common patterns to look for.

need to shock or disrupt the conventional expectations otherwise you risk becoming part of the “wallpaper” of industry norms

I think LLL may have the opposite of “don’t be an a-hole” problem – the over-comfortable “love-in” with loyalists.

Key Q for LLL” are you targeting LLL loyalists” to cross-sell a new product OR non-LLL buyers in a new category?