Bryan Guido Hassin, global cleantech entrepreneur and Entrepreneur in Residence at the Rice University Center for Engineering Leadership, walks through a case study of how his own startup has used lean startup customer development to validate its market, its product, and build up a huge sales pipeline before even launching its offering.
3. It will take more than a business
model to realize your venture
“Strategy without execution is a dream.”
-oft quoted business truism
The rest of the quote:
“Execution without strategy is a
nightmare!”
So congrats on at least having a strategy!
3
5. Remember that you start with
guesses that are proven iteratively
Guess Guess
Guess
Guess
Guess
Guess
Guess
GuessGuess
5
6. Get out of the building and test
hypotheses with real clients
• Stop selling, start listening
• Test your hypotheses
• Continuous Discovery
• Done by founders
Customer
Discovery
Customer
Validation
Company
Building
Customer
Creation
Source: Four Steps to the Epiphany
6
9. Client’s 20,000 sq ft, 3 story office building
reduced energy 25% with payback < 2 years
• Identified lights left on by janitorial
staff, avoided $20k HVAC upgrade
• Replaced most wasteful copiers
• Automatically shut off power to
unused devices nights and
weekends
• Employees changed behaviors to
compete with each other for lowest
energy use; productivity increased
Source: Client Studies
Measure 10%
Manage 9%
Motivate 6%
M3™ Energy Savings
Savings: $5k / year Cost: $5k + $1k / year
9
10. 20%
17%
16%15%
13%
12%
7%
Energy Taxes
Insurance Maintenance
Administration Cleaning
Other
2009: Goal to launch scalable CleanWeb startup
addressing office energy efficiency
• Energy is the #1 office
building operational
expense
• Up to 70% of energy use
in offices is simply wasted
• $280 billion per year spent
globally on office energy
• Energy prices forecast to
increase
Office Building Expenses
Source: Energy Information Administration 10
11. • team management
Value Proposition
Distribution Channel
Target CustomerCustomer RelationshipKEY ACTIVITIES
KEY
RESOURCES
KEY
PARTNER
COST CENTERS REVENUE STREAMS
• Office building
owners
• High touch
• VARs (ESCOs)
• Reduce top
operational
expense (energy)
by up to 25%
• Make building more
appealing
• Increase building
resale value
• Asset sale of hardware
• Channel
management
• COGS of hardware
• Marketing / channel management personnel
• Hardware/software
supplier
• Fundraising
• Sales
SOES Biz Model Canvas 2009 11
12. • Client interviews
• Business partner
discussions
Initial hypotheses were based on market
research so . . . We got out of the building!
• Market research
• Consultant
reports
• Speculation
12
13. Prime Building Owners Prime Building Tenants
Other Building Owners Other Building Tenants
We learned that our customers were really utility-
paying office occupants, not owners
• Retrofit solutions
require $1M+ capital
expenditures
• 6+ years for typical
payback on retrofits
• Specialized personnel to
install, maintain retrofits
Retrofit Adoption Potential in
Office Market
$15 BILLION POTENTIAL
MARKET for
UTILITY-PAYING OFFICE
OCCUPANTS
Can
Adopt
Can Not
Adopt
Can Not
Adopt
Can Not
Adopt
Source: Client Surveys 13
14. • team management
Value Proposition
Distribution Channel
Target CustomerCustomer RelationshipKEY ACTIVITIES
KEY
RESOURCES
KEY
PARTNER
COST CENTERS REVENUE STREAMS
• Utility-paying office
occupants
• Owner-
occupied
buildings
• Submetered
tenants
• High touch
• VARs (ESCOs)
• Reduce top
operational
expense (energy)
by up to 25%
• Make building more
appealing
• Increase building
resale value
• Engage employees
• Reduce CO2 /
Green
• Asset sale of hardware
• Channel
management
• COGS of hardware
• Marketing / channel management personnel
• Hardware/software
supplier
• Fundraising
• Sales
SOES Biz Model Canvas 2010 14
15. We launched [paid] pilot installations
to learn what customers really wanted
Hardware Software Services
Minimum Viable Product 1.0
Supplier Supplier SOES
15
16. We learned that we needed 4 “P”s to win
the utility-paying office occupant market
• Scalable, turnkey
enterprise
solution
• Sticky employee
engagement
• Not embedded in
building
• Immediate: 1-2
years
Payback Portability
ProfessionalPeople
16
17. We also learned that no suppliers
could provide us with all four “P”s
Smart OES
(Needs) * * * *
Honeywell *
JCI *
Siemens *
SiteControls * *
Enistic (UK) * * *
Energy Hub * *
People
Power
* * *
Powerhouse * *
Payback Portability Professional People
Select Energy Efficiency Providers
17
18. So we would need to build our
own hardware and software
Hardware Software Services
Minimum Viable Product 2.0
SOES SOES SOES
18
19. • team management
Value Proposition
Distribution Channel
Target CustomerCustomer RelationshipKEY ACTIVITIES
KEY
RESOURCES
KEY
PARTNER
COST CENTERS REVENUE STREAMS
• Utility-paying office
occupants
• Owner-
occupied
buildings
• Submetered
tenants
• High touch
• VARs (ESCOs)
• Rapid payback
• Portable
• Professional
• Reduce top
operational
expense (energy)
by up to 25%
• Engage employees
• Reduce CO2 /
Green
• Asset sale of hardware
• Subscription to website
• Energy management services
• Product
engineering
• User engagement
• Marketing
• Channel
management
• Service
• COGS of hardware
• Marketing / channel management personnel
• Cloud operations
• Hardware / software
supplier
• Initially engineering
suppliers before we
bring in house
• Remote energy
management staff
• UI design
• Hardware design
• Effective energy
management
• AI barrier
• Brand barrier
• Low cost scale
manufacturing
SOES Biz Model Canvas 2011 19
20. We tested our marketing strategy by
signing up real Value-Added Resellers
VAR Reality
• ESCOs not as
suited for our new
target
• Property
Management firms
a possibility
• VARs won’t work
for small clients
Our Idealized VAR
Network
20
21. We validated much more effective near-
term sales channels for our target market
2012: Direct Sales
Validated with
paying pilot
customers
60-day sales cycle
80% trial conversion
to $100k average
customer
2013: Inbound Web/Viral Marketing
Validating with
ongoing online
campaigns
$100 cost to acquire
$5,000 average
customer
2014: Resellers
10 VARs already
joined waiting list
Rapid expansion
within existing client
bases
21
22. • team management
Value Proposition
Distribution Channel
Target CustomerCustomer RelationshipKEY ACTIVITIES
KEY
RESOURCES
KEY
PARTNER
COST CENTERS REVENUE STREAMS
• Utility-paying office
occupants
• Owner-
occupied
buildings
• Submetered
tenants
• High touch
• Light touch
through web
engagement
• Excellent service,
communication
• Direct
• Inbound
• VARs (ESCOs,
Property
management firms,
Business solutions
providers, LEED
consultants)
• Rapid payback
• Portable
• Professional
• Reduce top
operational
expense (energy)
by up to 25%
• Engage employees
• Reduce CO2 /
Green
• Asset sale of hardware
• Subscription to website
• Energy management services
• Product
engineering
• User engagement
• Marketing
• Channel
management
• Service
• COGS of hardware
• Marketing / channel management personnel
• Cloud operations
• Initially engineering
suppliers before we
bring in house
• Remote energy
management staff
• UI design
• Hardware design
• Effective energy
management
• AI barrier
• Brand barrier
• Low cost scale
manufacturing
SOES Biz Model Canvas 2012 22
23. • team management
Value Proposition
Distribution Channel
Target CustomerCustomer RelationshipKEY ACTIVITIES
KEY
RESOURCES
KEY
PARTNER
COST CENTERS REVENUE STREAMS
• Utility-paying office
occupants
• Owner-
occupied
buildings
• Submetered
tenants
• Light touch
through web
engagement
• Excellent service,
communication
• Direct
• Inbound
• VARs (ESCOs,
Property
management firms,
Business solutions
providers, LEED
consultants)
• Rapid payback
• Portable
• Professional
• Reduce top
operational
expense (energy)
by up to 25%
• Engage employees
• Reduce CO2 /
Green
• Asset sale of hardware
• Subscription to website
• Energy management services
• Solution As A Service?
• Demand Response?
• Product
engineering
• User engagement
• Marketing
• Service
• COGS of hardware
• Marketing / channel management personnel
• Cloud operations
• Initially engineering
suppliers before we
bring in house
• Remote energy
management staff
• Utilities?
• UI design
• Hardware design
• Effective energy
management
• AI barrier
• Brand barrier
• Low cost scale
manufacturing
• Financing?
SOES Biz Model Canvas 2013 23
24. Smart OES has raised $400K to validate its technology
and business model with paying clients
24
Prototypes Proven ResultsPilot Installations
•Hardware
components
“off the shelf”
but from UK
•“Glued”
together with
Smart OES
software
•Plugged into
proprietary M3™
methodology
•25% savings
ongoing > 1
year
•$500K / year
savings
•Payback < 2
year
•5 other
offices
•$46M sales
pipeline
25. Breakout
• How will you validate each area of your
business model?
– Customer surveys?
– Google AdWords?
– Product testing?
– Supplier research?
– Competitor research?
25