Lean B2B: Build Products Businesses Want – Etienne Garbugli

Lean B2B: Build Products Businesses Want

By Étienne Garbugli

Format: Ebook (EPUB)

Applying The Lean Startup in B2B is Not Easy.

Finding early adopters, building credibility, reaching decision-makers, building a Minimum Viable Product, marking progress… It’s overwhelming. 

Lean B2B helps entrepreneurs and innovators focus on the right things each step of the way. 

Packed with more than 20 case studies and used by thousands of innovators around the world, Lean B2B consolidates the best thinking around Business-to-Business (B2B) customer development to help you quickly find traction in the enterprise, leaving as little as possible to luck.

The book helps:

• Assess the market potential of opportunities to find the right opportunity for your team
• Find early adopters, quickly establish credibility and convince business stakeholders to work with you
• Find and prioritize business problems in corporations and identify the stakeholders with the power to influence a purchase decision
• Create a minimum viable product and a compelling offer, validate a solution and evaluate whether your team has found product-market fit
• Identify and avoid common challenges faced by entrepreneurs and learn ninja techniques to speed up product-market validation

Contents of Lean B2B

Section 1 – Why This Book Matters

Chapter 1 — Introduction
When David met Goliath
What selling to businesses feels like
Lean B2B
Who should be reading this book
Who shouldn’t be reading this book

Chapter 2 — Where I’m Coming From
The challenges of being a Lean Startup in B2B
The book I would have loved to read

Chapter 3 — The nature of the B2B World
The B2B opportunity space
What makes B2B different
Why enterprise scares us
The Consultant and the Inventor
Are you a B2B entrepreneur?
What it takes to win in B2B
What you can do today

Section 2 – People

Chapter 4 — Where It Starts
The founding team
The starting point
Disruptions and the flip-side of the coin
Vision
What you can do today

Chapter 5 — Choosing a Market
Reading up on secondary research
Understanding the competitive landscape
Meeting with third-party analysts
First hypotheses
Finding problems and opportunities that matter
What you can do today

Chapter 6 — Finding Early Adopters
What you’re looking for
Finding early adopters
Selecting Early Adopters
What you can do today

Chapter 7 — Leveraging Domain Credibility & Visibility
Why you need domain credibility
Great, you’re an expert
Not an expert? Start here
What you bring to the table
Becoming one of them
What you can do today

Chapter 8 — Contacting Early Adopters
What you can offer
Reaching out to them
Success ratios
What you can do today

Section 3 – Problems

Chapter 9 — Finding Problems
Why finding problems matters
Problems that matter
Finding problems

Chapter 10 — Conducting Problem Interviews
Code of conduct
A breakdown of everything you need to find out
Meeting structure
Practice Makes Perfect
What you can do today

Chapter 11 — Analyzing the Results
Taking a step back
Removing extreme values
Scoring problems
Drawing a line in the sand
What you can do today

Section 4 – Solutions

Chapter 12 — Finding a Solution
Real and false validation
Looking for your first case study

Chapter 13 —Creating a Minimum Viable Product
Defining your problem owner
Finding your Fit
Creating a test plan
Building the MVP
Committing to your MVP
What you can do today

Chapter 14 —Preparing Your Pitch
The Jury
The Offer
The Pilot
The Collateral
Reengaging prospects
What you can do today

Chapter 15 — Conducting Solution Interviews
Meeting organization
Problem qualification
Telling a compelling story
Solution exploration and demo
Closing
Dealing with your first purchase
What you can do today

Chapter 16 — Product-Market Fit
The Elusive Product-Market Fit
What did you learn?
Self-assessment – Do you have it?
Pivots and other aerobics
Success ratios
When to stick and when to quit
What you can do today

Section 5 – Speed

Chapter 17 — Common Challenges
Being everything
Pet problems
The curse of “interesting”
Postponed usage
Long sales cycles
Insufficient credibility
Gatekeepers and Saboteurs
Soft value propositions
Committed budgets
Insufficient coaching influence
Death by process
Chapter Summary

Chapter 18 — Speeding up Product-Market Validation
Finding the watering hole
Moving in with customers
Setting up a customer development panel
Recruiting key staff and advisors
Using other sales staff to gain a competitive edge
Starting with a free version
Multi-tracking the validation process
Chapter Summary
What you can do today

Chapter 19 — Conclusion
What the rapid validation framework won’t do
The real benefits of the Lean B2B methodology
Remaining humble to avoid pain.

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