Explore
For Enterprise
Join for Free
Log In

艺术与人文
商务
计算机科学
数据科学
信息技术
健康
数学和逻辑
个人发展
物理科学与工程
社会科学
语言学习
學位
證書

瀏覽 Coursera 的全部課程

瀏覽
搜索
企業版
登錄
免費加入

Customer types

Loading...

Master Class for Corporate Entrepreneurs

马里兰大学帕克分校

4.4（15 個評分） | 1.4K 名學生已註冊

課程 5（共 5 門，Corporate Entrepreneurship: Innovating within Corporations 專項課程）

The Master Class experience is designed to serve as the final project experience for the Corporate Entrepreneurship Specialization. Alternatively, professionals with experience in opportunity analysis, business modeling, and corporate finance are invited to complete the Master Class experience without the preliminary courses. With maturing technologies and aging product portfolios requiring established companies to create, develop, and sustain innovative new businesses, graduates of the Master Class will develop an understanding of how to create new businesses and initiatives within the corporate environment. In collaboration with our award-winning faculty, and a vibrant peer group, learners will explore and apply the skills, tools, and best practices for: • Identifying and developing the entrepreneurial opportunities; • Building business models; • Creating strategies for leading innovation; and • Financing and profiting from innovation. The Master Class experience is differentiated from typical Coursera courses and MOOCs in that our faculty and staff are actively engaged with learners by providing individual feedback on assignments. Our faculty and staff will review and offer feedback on the major assignment submissions, if you wish, in an effort to assist you in developing and launching your corporate ventures. Try this course for FREE at https://www.coursera.org/learn/corporate-entrepreneurship-project

查看授課大綱

審閱

4.4（15 個評分）

5 stars
13 ratings
1 star
2 ratings

從本節課中

Building the Business Model

This module challenges you to develop and apply the Business Model Canvas tool to scope a corporate challenge or opportunity. You will learn how to identify and communicate the nine elements of a business model: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, and Cost Structure.

Why talk to customers? What do they know?5:22

How to get insights from customers11:28

What to do before the interview5:21

Building a pipeline of customer interviews7:32

What to do after the interview3:53

Cold calling 1016:02

Why have customer segments at all?6:03

Customer segments, value propositions, and product features12:37

Customer types8:36

Customer segments and business models6:08

Minimum viable product (MVP)7:45

Crossing the chasm5:34

教學方

Dr. James V. Green
Director of Entrepreneurship Education

腳本

Next thing we want to talk about is the costumer types.

Even within a segment, customers come in various kinds of roles or types.

I sort of prefer to call them roles but

the customer discovery crew calls them types, so let's stick with that.

The types come about from the fact that most sales, you might even say every

kind of sale, needs more than one customer or kind of customer involved.

It's certainly true of a complex business sale.

There's somebody in a business who is going to use to product,

there's someone else who is going to pay for it,

there's someone else who's going to decide on it, etcetera, etcetera, etcetera.

But even in consumer sales, things can be complicated.

Think of a mobile app that you're selling to a teen.

Unless that teen comes from a high income district,

it's unlikely that they're the ones that are going to be paying for it.

Someone else is going to be paying for

it, which means someone else is probably going to approve of it.

Someone else is going to recommend it, and so on, and so forth.

These are customer types.

Let's start with a typical role of the end user.

The end user is the person who will actually use the product or service.

In the case of the teen, it's the teen who's going to be using the mobile app.

In the case of the business software,

it's the analyst who's going to be using the software in their day to day work.

The thing about end users is, they may or

may not be important to the overall decision.

If you're doing customer discovery and all you talk to are end users,

you're not going to find out anything about why that company or

enterprise or family won't buy it because you're not talking to the other roles.

In some cases, the end user's important.

In a lot of cases, they're just not that important.

They sort of have to take what they're given.

So a value proposition that mainly solves an end user pain,

you have to pay special attention to the other roles in the customer segment and

make sure you've got those roles nailed in terms of understanding them.

In particular, you have to understand the role of the decision maker.

The decision maker is the person who actually makes the decision.

They have the authority or the clout to decide what the solution gets adopted.

In business, they're typically an executive or a manager,

they're typically a level or two higher than the end users.

They may in some organizations be multiple levels higher, and

they maybe fairly removed from the problems that make the end user

in pain or want gain in the first place.

In a consumer situation, the typical decision maker is the mom or

the dad in the family, it's the person who's going to pay for it.

You could also have teachers.

You could have coaches.

You could have doctors who make, who are decision makers for individual consumers.

Social workers, in some cases, might be the decision maker.

It's the person who has the authority or

the clout to decide which solution gets adopted.

And typically a decision maker is highly influenced by the needs and

wants of the other customer types, with the possible exception of the end user,

oddly enough.

But they will listen to everyone in the ecosystem and

they try to reach a balanced and fair decision in most cases.

So, they're going to be influenced by the other roles.

The decision maker may or may not be the same with the payer.

This happens all the time in enterprise sales,

where procurement is actually the payer.

And procurement isn't going to sign off on anything till they've have a chance to

review it and they have pains and gains all their own that you have to understand,

or they're just not going to buy into it.

So they're the person that has the budget for the solution.

They're often a powerful decision maker.

They often don't appear until pretty late in the process.

They say yeah we gotta talk to Ed.

Ed's the guy who's going to pay for this thing.

And Ed walks in and says, why wasn't I consulted about this?

I don't want this thing.

We're already committed to something else.

Blah blah blah.

So beware.

Identify the payer early, and figure out who they are, and

try to figure out something about their pains and gains.

They're typically motivated by cost, benefit, ROI,

and they're typically insensitive to the needs and wants of other types.

Purchasing could care less whether people like it.

All they care about is that it's the low cost or high ROI solution.

Now, they may have emotional needs of their own that cause them to act

differently but those are their business motives that appear.

Another role you find in certain decisions is influencer.

They're a person who kind of weighs in on a solution or a purchase.

There's all kind of different influencers.

They may actually be outside the organization or family.

So a typical influencer's a thought leader, is somebody who everyone looks to.

Or in a lot of businesses, there's an organization,

there's a company that's thought to be the leader.

So, we always do what so and so does for their IT.

They think about all this stuff really well.

We sort of follow them.

They get excited by features or value propositions.

And sadly they're the ones that you often meet first when you're trying to sell

something.

And they'll get very excited about your product.

They'll love it.

Unfortunately, the payer, the decision maker, the end user,

all those other people have to be taken into account.

You can't just go with the influencer.

You have to weigh their power to actually influence things and a typical,

typical sad scenario is that a powerless Influencer gets really excited

about some product or solution your offering and it just never gets anywhere.

Month after month passes and no decisions being made.

That means you have a powerless Influencer.

A recommender's slightly different from an influencer.

A recommender is a person who formally is asked to recommend solutions.

So, it may be somebody who has looked at all of the possible network

monitoring tools and has the five criteria that you need in order to pick.

They dream up the feature list that you have to meet in order to sell a product.

And they typically have a pretty rigid conception of their task.

They're removed from end users.

They're even removed from decision-makers.

They're sort of in a world of their own.

And all they care about is sort of, does this thing conform to their checklist.

And then finally, a role that you've gotta pay a lot of attention to,

particularly in business situations, is the saboteur.

A saboteur is someone who actually loses out if your solution is adopted.

And so, they may not admit it and

they may be covert about it, but they're trying to make sure it doesn't happen.

So typically, it's a person or group who is benefiting from the current situation.

Let's say there's an in-house business intelligence group and

you have a new business intelligence solution that's going to make ordinary

users able to do their own analyses.

You can imagine that that business intelligence group is not going to be

happy about your solution.

And they may not say so, they may say it needs more study or

it lacks features, or this and that, but in fact they're against it.

Another is a professional who actually gets money from band-aiding

the existing problem.

So if you have somebody who's a consultant, who comes in and gets paid

to solve a problem that won't go away, and your solution gets rid of that problem,

it doesn't take much imagination to think that that person's going to be a saboteur.

Saboteurs occur in consumer stuff too.

If you have some new video game and

your little sister doesn't like it, your little sister can veto it or

sabotage it or make it impossible for the parents to come to a decision.

So saboteurs exist in consumer situations, as well.

And identifying potential saboteurs is a key part of customer discovery.

Those are probably the main roles that you run across in most kinds of sales.

You could imagine others.

But, most solutions involve multiple quote, customers and

you have to understand all of their wishes and needs, their towers of wishes and

woe, their jobs that they need done, so on and so.

This is one reason why you focus on a customer segment,

it's hard enough to do this analysis in one little segment.

It's almost impossible to do it for quote, everyone.

So you gotta pay attention to the end user, the payer, the decision maker,

the influencer, the recommender, and yes, the saboteur in order to do your job.

Thanks.

探索我們的目錄

免費加入並獲得個性化推薦、更新和優惠。

Coursera 致力於普及全世界最好的教育，它與全球一流大學和機構合作提供在線課程。

© 2019 Coursera Inc. 保留所有權利。

通過 App Store 下載

通過 Google Play 獲取

Coursera
關於
管理團隊
工作機會
目錄
證書
MasterTrack™ 證書
學位
企業版
政府版

社區
Learners
Partners
Developers
Beta Testers
Translators

連接
博客
Facebook
領英
Twitter
Instagram
YouTube
技術博客

更多
條款
隱私
幫助
內容訪問
媒體
聯繫我們
目錄
附屬公司