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
- Presentation to key partners: bootcamps, incubators, investors
- Meetups
- 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:


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