diff --git a/docs/introduction.md b/docs/introduction.md index b6cb45f..c3253a5 100644 --- a/docs/introduction.md +++ b/docs/introduction.md @@ -5,60 +5,26 @@ sidebar_position: 1 # Hypotheses Briefs -These exercises are adapted from Steve Blank's seminal work, [The Four Steps to -the -Epiphany](http://www.amazon.com/Four-Steps-Epiphany-Successful-Strategies/dp/0976470705). -Steve Blank, often considered one of the key thought leaders in entrepreneurial -innovation, has significantly contributed to the conceptual framework of the -Lean Startup methodology. His extensive experience as a founder and investor has -shaped modern approaches to building successful startups. +Welcome to [Spantree's](https://spantree.net) guide to Hypotheses Briefs. Drawing from Steve Blank's pivotal [The Four Steps to the Epiphany](http://www.amazon.com/Four-Steps-Epiphany-Successful-Strategies/dp/0976470705), Hypotheses Briefs serve as the first brushstrokes on a canvas – vital for envisioning the full picture before delving into the details of company or product development. They resonate with our core value of "solving hard problems scientifically." By approaching business challenges with the rigor of the scientific method, this guide aims to equip teams with the ability to make substantiated, data-driven decisions. -The **Hypotheses Briefs** are an integral component of the Customer Discovery -phase, which Blank posits as the first step in his Customer Development model. -This model has become a cornerstone for Lean Startups, which emphasizes the -importance of agility and user feedback in developing products that meet market -needs. The approach encourages entrepreneurs to validate their business -assumptions through rigorous testing, iteration, and pivoting when necessary. +## Embracing the Scientific Approach in Business -## Role of Hypotheses Briefs +At Spantree, we believe that the scientific method isn't just for labs; it's a powerful framework for all sorts of innovation. Whether developing new products, providing services, or optimizing operations, crafting Hypotheses Briefs allows teams to propose, test, and refine ideas systematically. Validation through real-world feedback is not just a step; it's the path to genuine insights. -The creation of hypotheses briefs is fundamentally tied to the Lean Startup's -principles, predominantly the Build-Measure-Learn feedback loop. By documenting -initial assumptions, startup teams begin a process of exploration that -ultimately aims to answer the critical question: "Should this product be built?" -More importantly, it helps them discern whether their solution effectively -addresses real customer problems and aligns with their needs. +## Criteria for Crafting Hypotheses Briefs -### Product Validation +Hypotheses Briefs start with a hypothesis, much like a scientific experiment. What does your organization believe is true about the product or service? These briefs channel that hypothesis through a process of testing and learning which features click, which benefits resonate, and what unique value propositions can separate you from the crowd. -Hypotheses briefs align closely with product validation practices. Once the -hypotheses are defined, they can be further refined and tested through exercises -like [design sprints](http://www.gv.com/sprint/) — a five-day process for -answering critical business questions through designing, prototyping, and -testing ideas with customers. These sprints leverage hypotheses briefs to focus -the team’s efforts and form a clear testable pathway for the week's activities. +## The Art and Science of Pricing and Delivery -### Market Validation +The briefs probe deeper than just product-market fit; they also consider how a product or service is delivered and priced. Understanding the cost not only in monetary terms but also in terms of customer effort and adaptation is vital. This ensures that solutions are accessible, desirable, and viable. -The hypotheses briefs' importance cannot be overstated. They are an essential -roadmap guiding entrepreneurs through the uncertain journey of bringing a new -product to market. They encourage disciplined experimentation and a -customer-centric development process that has been widely acclaimed for its -effectiveness in minimizing waste and optimizing product-market fit. +## Market and Competitive Landcape -### Feedback Mechanisms +Moreover, these briefs encourage a forward-thinking analysis of market dynamics and an acute awareness of market you're entering. Assessing how a novel offering stacks up against direct or indirect competitors also teaches the fine skill of predictive adjustments based on market responses. -These articulated assumptions will serve as the backbone for market validation -exercises like customer interviews, allowing teams to confront their ideas with -real-world insights. Whether questions are confirmed or invalidated, the -learning derived from these interactions is invaluable, informing the necessary -iterations to the hypotheses and leading to closer alignment with the market's -needs. +## The Spantree Way – Solving for Everyone -Ultimately, Steve Blank's approach to hypotheses and the structured methods he -advocates for — detailed in _The Four Steps to the Epiphany_ — are more than -academic exercises. They are practical tools that have reshaped how modern -startups are developed, grown, and scaled. They embody a culture where listening -to the customer, learning from the market, and responding with agility is not -just recommended but necessary for the success and survival in the ever-changing -market landscape. +As a guiding principle, Hypotheses Briefs are accessible for all types of businesses – be it a company seeking to create the [next home-sharing revolution](examples/airbnb/introduction.md) or a services firm aiming to [craft bespoke software](examples/foosoft/introduction.md) that propels other businesses forward. + +In a spirit of knowledge sharing, this guide intends to be a trove of strategies and actionable steps for any organization to apply, broadening the impact of the scientific approach to solving hard problems across the business landscape. diff --git a/docs/structure/customer-problem.md b/docs/structure/customer-problem.md index 3541b4d..f499ae6 100644 --- a/docs/structure/customer-problem.md +++ b/docs/structure/customer-problem.md @@ -5,71 +5,121 @@ sidebar_position: 2 # Customer and Problem Hypotheses +This crucial exploration sets the stage for innovation by mapping out who will +benefit from the new developments and the specific challenges they face. This +understanding is at the heart of both product design and service delivery. + ## Types Of Customers -Are there different types of customers we should approach when we sell our -product (End Users, Influencers, Recommenders, Economic Buyers, Decision -Makers)? In addition to all these parties to the sale there’s one more group -that needs to be mentioned. You won’t be looking for them, but they will see you -coming. In the case of sales to companies, document titles and where in the -organization they are to be found. +Recognizing the diversity of customers provides vital clues to developing +offerings that cater to different needs and decision drivers. It is essential to +define clearly how various groups will interact with and benefit from the +offering. + +1. Who are the end-users and how do their needs differ from those of the buyers + or decision-makers? +1. What specific problems do influencers, recommenders, and decision-makers seek + to solve with your offering? +1. Are there groups, like support staff or partners, who interact with it + differently? +1. In what ways do economic buyers assess the value of your offering compared to + daily users? +1. How do the priorities and challenges vary among different customer groups? +1. Are there individuals who could resist or impede the adoption process? +1. What data or assistance does each group need to make an informed choice? +1. How might variables like industry trends or locale impact customer needs and + behaviors? ## Customer Problems -Understand how customers experience pain (their problem) and why (how much) it -matters to them. Summarize not only what the customer's problem, but what the -organizational impact of the problem is in terms of the different types of pain -it causes at various levels of the company/family/consumer. Capture answers to -the question “If they could wave a magic wand and change anything at all, what -would it be?” Categorize problems as follows: +Identifying customer challenges is key to delivering meaningful value. It +includes evaluating the tangible and latent difficulties they confront, which +informs the urgency and focus of the response. ### Latent Need -The customers have a problem or they have a problem and understand that they -have a problem. +These are the challenges that customers may not fully recognize or deem +important yet. Such unrecognized needs can represent untapped opportunities, +ripe for innovative offerings. + +1. What workarounds are currently being used by customers that might signal an + underlying challenge? +1. What recurring pain points or frustrations hint at deeper issues? +1. Are there industry shifts or emerging technologies indicating new customer + needs? +1. What prevailing customer assumptions about their current offerings could be + addressed or improved upon? +1. What advancing technologies might unveil needs that are not on customers' + radar? ### Active Need -The customers recognize a problem -- they are in pain -- and are actively -searching for a solution, but haven’t done any serious work to solve it yet. -They have a vision: they have an idea of what a solution to the problem would -look like, may have cobbled together a homegrown solution, and, in the best -case, are prepared to pay for a better solution. +Here, focus on the pain points customers are acutely aware of and urgently need +to address. Defining these helps to prioritize and tailor offerings that fulfill +their immediate requirements. -1. Are you solving a Mission Critical problem? -1. Is the solution only nice-to-have? +1. How are customers trying to address their needs, and what alternatives are + they considering? +1. What is the urgency of solving these problems, and what would be the + repercussions of no solution? +1. What efforts or sacrifices are customers prepared to make to find a remedy + for their problems? + +By addressing these areas, organizations can ensure their products and services +are precisely matched to real and perceived customer needs. ## A Day In The Life -This requires a deep understanding of a target company on many levels. Document -how the world looks from an end-user perspective: +Gaining a nuanced view of the customer's everyday environment provides rich +insights into how the offerings provided can be integrated into workflows and +systems, streamlining their day-to-day operations and supporting their strategic +goals. -1. How does an end user spend their day? -1. What products do they use and for how long? -1. How would their life change if they started using your product? -1. What about their manager? -1. What about the president or executives of the company? -1. What about the IT department? What other systems do they support? +1. How do customers' daily activities interface with the product or service? +1. Are there existing tools or systems that you would need to complement or + replace? +1. How would the adoption alter their typical day, workflows, or system use? ## Organizational and Customer Influence Map -Most customers don’t work by themselves. They interact with other people. List -all of the people you believe could influence a customer’s buying decisions. If -you’re targeting large companies, you might have a lot of complexity and -unknowns in your diagram. Document the relationships between the Recommenders, -Influencers, Economic Buyers, Decision Makers and Saboteurs. +Identifying key stakeholders and the influential web within organizations +clarifies who will weigh in on purchasing decisions. Recognizing these +relationships is crucial for crafting persuasive communication. -1. How do you think a sale will be made? -1. Who has to be convinced and in what order? +1. Which individuals have the final say, and how does their influence filter + through the organization? +1. How do you envision a sale unfolding? +1. What sequence of approvals is needed, and who needs convincing? +1. Can you spot potential advocates who will champion the value of your + offering? +1. What credible sources might influence their thinking? ## ROI (Return On Investment) Justification -What is the customer’s expectation from their investment measured against goals -such as time, money, resources and status? +Clearly stating the potential gains from the investment in your offering helps +justify its adoption. It's about identifying the benefits whether they are more +straightforward, like cost savings, or more intangible, such as reputation +enhancement. + +1. What measurable advantages can customers expect from adopting your + deliverables? +1. What is the predicted timeline for realizing these benefits? +1. How does your offering stack up against others in delivering ROI? ## Minimum Feature Set -1. What is the smallest set of features that customers will pay for in the first - release? -1. What is the smallest or least complicated problem that the customer will help - us solve? +Pinpointing the most fundamental aspects necessary to address the identified +customer problems without extraneous complexity is essential. This focus helps +to prioritize the features or service elements that are most critical at launch. + +1. Which core features or service elements are customers willing to pay for + initially? +1. How does each identified feature or service aspect address the primary + customer challenges? +1. What future enhancements might customers find valuable, and how should they + be introduced? + +This structured approach to customer and problem hypotheses aligns the +development of both products and services with market requirements. It ensures +that what's brought to market is both relevant and positioned to effectively +meet customer expectations and industry needs. diff --git a/docs/structure/market-type.md b/docs/structure/market-type.md index 74772a1..a71de6a 100644 --- a/docs/structure/market-type.md +++ b/docs/structure/market-type.md @@ -14,8 +14,8 @@ creating a new market? 1. What is the market share of each of the competitors? 1. What is the total marketing and sales dollars the market share leaders will be spending to compete with you? -1. Do you understand the cost of entry against incumbents? # What performance - attributes have customers told you are important? +1. Do you understand the cost of entry against incumbents? +1. What performance attributes have customers told you are important? 1. How do competitors define performance? 1. What percentage of this market do you want to capture in years one through three? diff --git a/docs/structure/product.md b/docs/structure/product.md index 3b5c811..879326b 100644 --- a/docs/structure/product.md +++ b/docs/structure/product.md @@ -5,53 +5,137 @@ sidebar_position: 1 # Product Hypotheses +The product hypotheses section distills critical assumptions about the tangible +and intangible attributes of a product. It facilitates meticulous forecasting of +how the product should look, feel, and function, and how it resonates with +potential customers. + ## Features -One- or two-sentence summaries of the top ten (or fewer) features of the -product. +Begin with a concise outline of what your product will offer. Translate +technical features into compelling benefits that stand out to customers. Each +feature's description should be a short (one or two sentence) summary that +precisely captures its importance and anticipated appeal. Try to define between +seven and ten features in this section. ## Benefits -The benefits list succinctly describes what benefits the product will deliver to -customers (something new? Something better? Faster? Cheaper?) These -engineering-driven benefits represent hypotheses you will test against real -customer opinions. +List the distinctive benefits that the product will deliver. Whether it's +offering something revolutionary or simply doing things better, faster, or more +cost-effectively, these benefits are what you hypothesize will meet customer +demands. These are the selling points that you will put to the test against what +customers are truly seeking. + +What makes your product stand out, and why should your customers care? Explore +the direct advantages your product promises to deliver, and predict how it will +enhance the customer experience. Craft questions that challenge your team to dig +deep and justify each assumed benefit: + +1. What specific problem does each product feature solve for the customer? +1. How do these benefits improve upon current solutions or market offerings? +1. In what ways will the product save time, reduce costs, or improve efficiency + for the user? +1. What are the potential increases in productivity or revenue that your product + could enable? +1. How will the product enhance the user experience or customer satisfaction? +1. Is there an environmental, social, or ethical benefit your product provides? +1. Can any of the benefits lead to a paradigm shift in the way customers operate + in their personal or professional lives? +1. How might these benefits evolve or scale with future versions or updates of + the product? ## Intellectual Property -A concise summary of assumptions and questions about intellectual property (IP). +Intellectual Property (IP) is fundamental in safeguarding and capitalizing on +your product’s innovations. This section prompts you to carefully consider what +elements of your product might warrant legal protection or require careful +navigation of existing patents. -1. Are you inventing anything unique? -1. Is any of your IP patentable? -1. Are there trade secrets you need to protect? -1. Have you checked to see whether you infringe on other IP? -1. Do you need to license other patents? +1. What unique creation, invention, or innovation does our product include that + may be eligible for intellectual property protection? +1. Based on a preliminary assessment, which aspects of our IP have the potential + to be patented, and what is the strategic value of acquiring such patents? +1. Have we identified any trade secrets within our processes or technology that + are integral to our competitive advantage and need to be safeguarded? +1. What steps have been taken to review existing IP in the market to ensure our + product does not infringe on the rights of others? +1. In the case of potential IP infringement, how prepared are we to engage in + licensing agreements or make necessary design alterations? +1. How do we plan to monitor and enforce our intellectual property rights, and + are there resources allocated for potential IP litigation? +1. What is the plan for maintaining the confidentiality of IP-related + information, especially during the early stages of product development and + when engaging with external parties? +1. Should we open source parts of our technology, and what strategic benefits or + risks does this pose for innovation, community building, and our economic + model? +1. How will open sourcing impact our company's revenue and long-term growth, and + what steps can we take to secure the integrity and value of our proprietary + features? ## Dependency Analysis -For us to be successful (that is, to sell our product in volume), here’s what -has to happen that is out of our control: it may include other technology -infrastructure that needs to emerge, changes in consumer lifestyles or buying -behavior, new laws, changes in economic conditions, and so on. Also write down -how you can measure whether each external change is happening when you need it -to. +Understanding external factors that can impact your product's success is just as +crucial as the product details themselves. Analyze the circumstances and changes +outside of your control that may influence market acceptance and sales. Define +how you plan to track these changes and what metrics will signify their +influence on your product strategy. + +1. Which technology trends or emerging standards might affect the relevance of + the product? +1. How do changes in regulatory policies or international trade laws impact + product distribution or functionality? +1. What consumer behavior trends could influence the adoption of your product? +1. Are there any political or policy changes that could alter your product's + marketability? +1. How might shifts in economic conditions, such as inflation rates or currency + fluctuations, affect product pricing and customer purchasing power? +1. In what ways could advancements in complementary technologies boost your + product's utility or desirability? +1. What industry-specific risks, such as supply chain disruptions or competitive + innovations, must be navigated? +1. Which partnerships or alliances are crucial for the product's integration + into broader ecosystems or platforms? ## Product Delivery Schedule -Not only the date of the first customer shipment, but the delivery and feature -schedule for follow-on products or multiple releases of the product as far out -as the team can see (up to 18 months). The customer development team will be out -trying to convince a small group of early customers to buy based on the product -specifications, long before you can physically deliver the product. To do that -they will need to paint a picture of what the product will ultimately look like -several releases into the future. This first pass at a schedule is not set in -stone. It will be used to test customer reactions, but not to make commitments. +Beyond the initial launch, strategize the rollout of your product's subsequent +versions or features. Assess and map out a timeline that encompasses the +product's evolution in the short and medium term. This flexible roadmap is a +tool for dialogue with early customers and not a set of concrete promises. + +This is more than just the delivery date of the first customer shipment, but the +delivery and feature schedule for follow-on products or multiple releases of the +product as far out as the team can see (up to 18 months). The customer +development team will be out trying to convince a small group of early customers +to buy based on the product specifications, long before you can physically +deliver the product. + +1. What is the projected date for the initial product launch, and how was this + date determined? +1. What key milestones must be achieved leading up to the launch, and what are + their deadlines? +1. How have customer feedback and testing influenced the development timeline + and feature prioritization? +1. What are the risks that could delay the product delivery, and how can these + be mitigated? +1. How does the delivery schedule align with key sales and marketing + initiatives? +1. What resources (team, budget, technology) are necessary to stay on track with + the delivery schedule? +1. How will the success of each product release be measured, and what criteria + will determine if 1. adjustments to the schedule are needed? +1. After the initial release, what is the timeline for subsequent feature + rollouts, updates, or iterations? ## Total Cost Ownership/Adoption -Estimate the total cost to customers of buying and using your product. +Estimate the comprehensive cost for customers when adopting your product. This +estimation encompasses not only the price of the product itself but also +auxiliary costs such as training, systemic changes, and the phase-out of current +solutions. Reflect on every aspect that wi -1. Do they need new computers? Training? Physical or organizational changes that +1. Do they need new equipment? Training? Physical or organizational changes that need to happen first? 1. What will be the cost of deployment? 1. Do they need to change any part of their current purchasing or usage diff --git a/src/css/docs.css b/src/css/docs.css index d175dcb..60c34a6 100644 --- a/src/css/docs.css +++ b/src/css/docs.css @@ -22,7 +22,7 @@ } .theme-doc-markdown h3 { - @apply text-lg text-gray-700 py-0 my-4 mt-5; + @apply text-lg text-gray-700 py-0 my-4 mt-5 italic; } [data-theme='dark'] .theme-doc-markdown h3 { @@ -37,13 +37,26 @@ @apply text-gray-200; } +.theme-doc-markdown a { + @apply font-bold underline hover:text-gray-800; +} + +[data-theme='dark'] .theme-doc-markdown a { + @apply font-bold underline hover:text-indigo-400; +} + .theme-doc-markdown ol, ul { - @apply text-gray-700 text-base pl-5 mt-4 list-outside list-decimal; + @apply text-gray-500 text-base pl-5 mt-4 list-decimal md:list-decimal md:list-outside; +} + +[data-theme='dark'] .theme-doc-markdown ol, +ul { + @apply text-gray-400; } .theme-doc-markdown li { - @apply pl-5 py-1; + @apply pl-1 py-2 md:pl-5 md:py-1; } .theme-doc-breadcrumbs { diff --git a/src/css/navbar.css b/src/css/navbar.css index 327debe..eecd568 100644 --- a/src/css/navbar.css +++ b/src/css/navbar.css @@ -35,9 +35,13 @@ } @media (max-width: 996px) { - /* or whatever your mobile breakpoint is */ - .navbar__item, - .navbar__title { + .navbar__item { + display: none; + } +} + +@media (max-width: 414px) { + .navbar__logo { display: none; } } diff --git a/src/pages/index.module.css b/src/pages/index.module.css index f621f4c..075fd39 100644 --- a/src/pages/index.module.css +++ b/src/pages/index.module.css @@ -1,8 +1,3 @@ -/** - * CSS files with the .module.css suffix will be treated as CSS modules - * and scoped locally. - */ - .heroBanner { @apply mx-auto pb-24 pt-10 px-3 sm:pb-32 lg:grid lg:grid-cols-2 lg:gap-x-8 lg:px-8 lg:py-40 w-full h-full bg-slate-50; } @@ -12,7 +7,7 @@ p { } .hero__title { - @apply leading-10 pb-8; + @apply font-extrabold text-4xl pb-8; } .hero__subtitle { @@ -42,3 +37,7 @@ p { [data-theme='dark'] .hero--primary { background-color: #0f172a; } + +h1 { + @apply text-4xl leading-none; +}