What to do after the interview

Loading...

En provenance du cours de University of Maryland, College Park

Master Class for Corporate Entrepreneurs

12 notes

Explorer les vidéos de cours associées

Vous trouverez chez Coursera les meilleures vidéos de cours du monde. Voici quelques-unes de nos recommandations personnalisées pour vous

University of Maryland, College Park

Master Class for Corporate Entrepreneurs

12 notes

Cours 5 sur 5 dans Specialization Corporate Entrepreneurship: Innovating within Corporations

The Master Class experience is designed to serve as the final project experience for the Corporate Entrepreneurship Specialization. Alternatively, professionals with experience in opportunity analysis, business modeling, and corporate finance are invited to complete the Master Class experience without the preliminary courses. With maturing technologies and aging product portfolios requiring established companies to create, develop, and sustain innovative new businesses, graduates of the Master Class will develop an understanding of how to create new businesses and initiatives within the corporate environment. In collaboration with our award-winning faculty, and a vibrant peer group, learners will explore and apply the skills, tools, and best practices for: • Identifying and developing the entrepreneurial opportunities; • Building business models; • Creating strategies for leading innovation; and • Financing and profiting from innovation. The Master Class experience is differentiated from typical Coursera courses and MOOCs in that our faculty and staff are actively engaged with learners by providing individual feedback on assignments. Our faculty and staff will review and offer feedback on the major assignment submissions, if you wish, in an effort to assist you in developing and launching your corporate ventures. Try this course for FREE at https://www.coursera.org/learn/corporate-entrepreneurship-project

À partir de la leçon

Building the Business Model

This module challenges you to develop and apply the Business Model Canvas tool to scope a corporate challenge or opportunity. You will learn how to identify and communicate the nine elements of a business model: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, and Cost Structure.

Why talk to customers? What do they know?5:22

How to get insights from customers11:28

What to do before the interview5:21

Building a pipeline of customer interviews7:32

What to do after the interview3:53

Cold calling 1016:02

Why have customer segments at all?6:03

Customer segments, value propositions, and product features12:37

Customer types8:36

Customer segments and business models6:08

Minimum viable product (MVP)7:45

Crossing the chasm5:34

Rencontrer les enseignants

Dr. James V. Green
Director of Entrepreneurship Education
Maryland Technology Enterprise Institute

What to Do After the Interview.

Always, always, always do post-mortem and

do as quick as you can after the interview.

What went right?

What went wrong?

What could we have done better?

Is note taker?

Did I have the conversation with the person right?

Did I make many mistakes?

Was there anything you noticed that I did noticed that would have helped us?

What could we have done better?

Did we get decent notes?

Did we get two referrals?

Did we ask if there was anything else?

All of the above.

You want to do that as soon as possible afterwards because the things are going to

be fresh in your mind.

So on the way back from the interview, whatever.

And if you can preserve the notes from the post-mortem,

that's pretty important in terms of getting insight out of it.

But a good post-mortem is absolutely essential and it has to be quick,

has to be soon after.

And then, how do you extract insights?

Okay, you ask yourself a bunch of questions,

you ask yourself, what archetype is this person?

Is this a typical university professor?

Is this a typical soccer mom?

Is this a kind of person that we met before in our interviews and discussions?

Were we who we though they were?

We thought this person was going to be a typical nurse, but

it turned out that she was doing stuff that doctors

usually do and was eager to do it.

Interesting.

Novel insights, they weren't who we thought they were.

Why not?

Why were they different?

What does that tell us?

What did they tell us that we've never heard before?

Is there anything new, utterly new that we've heard from these people

that never came up in any of the interviews we've done so far?

What does their Tower of Woes and Wishes look like?

What's at the top?

What's their number one worry?

What are their top three worries?

Now always ask people what their top three worries are.

Or the top three things that concern them in their job or in their role.

You'd be surprise what you answers you get.

And you'd be surprised [LAUGH] how often the thing you're pushing isn't in the top.

What hypothesis do they disapprove?

Did they disapprove any of the hypothesis we came in there with?

Is there something that we cherish in thought and

had confirmation bias about that they tell us that's just not so?

They don't care about price.

The quality doesn't matter as long as they get the things quickly.

The real pain point is having to do it over and over again, things like that.

So what hypotheses did they disconfirm?

What new insights did you get?

Did they tell us about new customer types?

Are there people we didn't know about in the ecosystem that we now know about?

Nursing operations has to approve of that, so who's nursing operations?

We've never heard of them.

What new roles are there and how can we find out more about those roles and types?

Finally, did they tell us anything about money?

Did we hear anything about money and did we follow the money?

Who pays for what?

How much do they pay?

How much are they accustomed to pay?

All those kind of questions are going to be vital to your understanding of

the circulatory system of most businesses and most households.

And the more you know about that, the better of you're going to be.

So, extract those insights and maybe have a checklist.

A checklist of things that you want to do after every interview.

And work through the checklist, it's a good system.

So, like a said, short and sweet, the main points are, always do a post-mortem,

write up the notes as soon as possible afterwards because your memory's going to

fade, you'd be surprised how quickly it does.

Discuss the notes with at least the two people who went to the interview and

with the whole team to generate insights.

Why'd they say that?

You were there, what did you think?

And finally, tee up the calls with the referrals who came from the interview.

Because you always going to have to be hustling to get more and more interviews.

That's the nature of the game here.

Explorer notre catalogue

Rejoignez-nous gratuitement et obtenez des recommendations, des mises à jour et des offres personnalisées.

Coursera propose un accès universel à la meilleure formation au monde, en partenariat avec des universités et des organisations du plus haut niveau, pour proposer des cours en ligne.

© 2019 Coursera Inc. Tous droits réservés.

Télécharger dans l'App Store

Disponible sur Google Play