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:

BMC-CoFoundersWanted Lean Canvas-CoFoundersWanted

>>> Go to next part (part 7)

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