This article is part of a series of articles, as an example how to use Customer Development in practice. If you didn’t read the introduction, please read it first.

In part 4 til 5 we answered the checklist to state the hypotheses (see first diagram, customer discovery for a web startup) and to create the Business Model Canvas and the Lean Canvas. In this part, part 6 we will define the hypotheses which results in the Business Model Canvas and the Lean Canvas.

Customer & problem hypothesis

• Cheap creation/ development of MVP’s (with free-lancers) is expensive in the end (simply develop too much, don’t get what you want)
• Business people have problem to communicate with technical people
• Startup’s don’t want to spend money

Minimum Viable Product hypothesis

• Via partners: Look for investor as partner and make one client based on “pitch” pdf (backed by small website)

Distribution and prices hypothesis

• Middle-end service to build MVP
• Rent solution teams

Demand creation hypothesis

1. Presentation to key partners: bootcamps, incubators, investors
2. Meetups
3. Social Media (LinkedIn)

Market type hypothesis

• Re-segment “low-end” MVP building with freelancers to “medium-end” services with teams

Competitive hypothesis

• Professional startup
• Prepare for investor
• Shorten learning cycle

The for stating the hypotheses for Co-founders wanted results summarized in the Business Model Canvas and the Lean Canvas:

>>> Go to next part (part 7)