the customer development methodology - signal...
TRANSCRIPT
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Goals of This Presentation
A new model for startups A new model for startups
Introduce the Customer Development model
Translate this knowledge into a better Company
Customer Development in the High-Tech Enterprise September 20082
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Product Development Model
Concept/S d R d
Product D
Alpha/Beta T
Launch/1 t ShiSeed Round Dev. Test 1st Ship
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What’s Wrong With This?
Concept/S d R d
Product D
Alpha/Beta T t
Launch/1 t Shi
Product Development
Seed Round Dev. Test 1st Ship
- Create Marcom Materials
- Hire PR Agency- Early Buzz
- Create Demand- Launch EventMarketing Materials
- Create PositioningEarly Buzz
- “Branding”Marketing
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What’s Wrong With This?
Concept/S d R d
Product D
Alpha/Beta T
Launch/1 t Shi
Product Development
Seed Round Dev. Test 1st Ship
- Create Marcom Materials
- Hire PR Agency- Early Buzz
- Create Demand- Launch EventMarketing Materials
- Create PositioningEarly Buzz
- “Branding”
• Build Sales
Marketing
Sales • Hire Sales VPOrganizationSales • Hire 1st Sales Staff
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What’s Wrong With This?
Concept/S d R d
Product D
Alpha/Beta T
Launch/1 t Shi
Product Development
Seed Round Dev. Test 1st Ship
- Create Marcom Materials
- Hire PR Agency- Early Buzz
- Create Demand- Launch EventMarketing Materials
- Create PositioningEarly Buzz
- “Branding”
• Hire Sales VP • Build Sales
Marketing
Sales • Hire 1st Sales Staff OrganizationSales
• Hire First • Do deals for FCSBusiness
D l t
Customer Development in the High-Tech Enterprise September 20086
• Hire FirstBus Dev
• Do deals for FCSDevelopment
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Build It And They Will Come
Only true for life and death products Only true for life and death products i.e. Biotech Cancer Cure Issues are development risks and Issues are development risks and
distribution, not customer acceptance
Not true for most other products Software, Consumer, Web Issues are customer acceptance and market
adoption
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Chasing The FCS Date Sales & Marketing costs are front loaded
f d ti l i & di focused on execution vs. learning & discovery
First Customer Ship becomes the goal
Execution & hiring predicated on business plan hypothesis
Heavy spending hit if product launch is wrong
Financial projections, assumes all startups are the same
=You don’t know if you’re wrong until you’re out of
business/money
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IfSt t F il f L k f tStartups Fail from a Lack of customers
not Product Development Failure
Then Why Do we have: process to manage product development
no process to manage customer development
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An Inexpensive Fixe pe s e
F C t d M k tFocus on Customers and Markets from Day One
How?How?
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Build a Customer Development Process
Concept/S d R d
Product D
Alpha/Beta T
Launch/1 t Shi
Product Development
Seed Round Dev. Test 1st Ship
Customer Development
? ? ? ?
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Customer Development is as important as Product Developmentas Product Development
P d t D l t
Concept/Bus. Plan
Product Dev.
Alpha/Beta Test
Launch/1st Ship
Product Development
p
Company
Customer Development
Customer C t C t CompanyBuilding
CustomerDiscovery
CustomerValidation
Customer Creation
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Customer Development: Big Ideas
P ll l t P d t D l t Parallel process to Product Development
Measurable Checkpoints Measurable Checkpoints
Not tied to FCS, but to customer milestones
Notion of Market Types to represent reality
Emphasis is on learning & discovery before execution
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Customer Development Heuristics
There are no facts inside o r b ilding so get There are no facts inside your building, so get outsideDevelop for the Few not the Many Develop for the Few, not the Many
Earlyvangelists make your companyA d t th And are smarter than you
Focus Groups are for big companies, not startupsTh l f l 1 i th i i f t t The goal for release 1 is the minimum feature set for earlyvangelists
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Customer Discovery: Step 1Customer Discovery: Step 1
CustomerDiscovery
CustomerValidation
CompanyBuilding
CustomerCreation
Stop selling, start listening There are no facts inside your building so get outside There are no facts inside your building, so get outside
Test your hypotheses T f d t l bl d d t t
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Two are fundamental: problem and product concept
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Customer Discovery: Exit Criteria
What are your customers top problems? What are your customers top problems? How much will they pay to solve them
Does your product concept solve them? Does your product concept solve them? Do customers agree? How much will they pay? How much will they pay?
Draw a day-in-the-life of a customerb f & ft d t before & after your product
Draw the org chart of users & buyers
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Sidebar
How to Think About O t itiOpportunities
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“Venture-Scale” BusinessesVenture-Scale Businesses
Create or add al e to a c stomer Create or add value to a customer Solve a significant problem/want or need, for
which someone is willing to pay a premiumwhich someone is willing to pay a premium A good fit with the founder(s) and team at
the timethe time Can grow large (≥$100 million)
Attractive returns for investor Attractive returns for investor
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Ideas Technology Driven
Is it buildable now? How much R, how much D? Does it depend on anything else? Does it depend on anything else? Are there IP issues?
Customer Driven Is there an articulated customer need? How do you know? How big a market and when? Are others trying to solve it? If so, why you? Does it solve an existing customer problem?
Opportunity Drivenpp y Is there an opportunity no one sees but you do? How do you know it’s a vision not a hallucination?
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Facts Vs. HypothesisFacts Vs. Hypothesis
Opport nit Assessment Opportunity Assessment How big is the problem/need/desire?
How much of it can I take? How much of it can I take? Sales
Di t ib ti Ch l Distribution Channel Marketing
E i i Engineering
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End of Sidebar
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Customer Validation: Step 2Customer Validation: Step 2
CustomerDiscovery
CustomerValidation
Customer Creation
CompanyBuildingy g
• Develop a repeatable sales process
• Only earlyvangelists are crazy enough to buy
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Customer Validation: Exit Criteria
Do you have a proven sales roadmap? Do you have a proven sales roadmap? Org chart? Influence map?
Do you understand the sales cycle? ASP, LTV, ROI, etc.
Do you have a set of orders ($’s) validating the roadmap?
Does the financial model make sense?
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Sidebar
Customer Development E i iEngineeringAnd Agile Development Methodologies
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Traditional Agile (XP) Tactics
Pl i Planning game programmers estimate effort of implementing cust stories customer decides about scope and timing of releases
Short releases Short releases new release every 2-3 months
Simple designemphasis on simplest design emphasis on simplest design
Testing development test driven. Unit tests before code
RefactoringRefactoring restructuring and changes to simplify
Pair Programming 2 people at 1 computer
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Unit of progress: Advance to Next Stage
Waterfall
Problem: known
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Unit of progress: Advance to Next Stage
Waterfall
Problem: known Solution: known
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Unit of progress: Advance to Next Stage
Waterfall
Problem: known Solution: known
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Agile DevelopmentAgile Development• “Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software ” http://agilemanifesto org/continuous delivery of valuable software. http://agilemanifesto.org/
• Embrace Change– Build what you need todayBuild what you need today– Process-oriented development so change is painless
• Prefer flexibility to perfectiony p– Ship early and often– Test-driven to find and prevent bugs– Continuous improvement vs. ship-and-maintain
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Unit of progress: Working Software, Features
Agile (XP)
“Product Owner” or in-house customer
Problem: knownProblem: known
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Unit of progress: Working Software, Features
Agile (XP)
“Product Owner” or in-house customer
Problem: known Solution: unknownProblem: known Solution: unknown
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Unit of progress: Working Software, Features
Agile (XP)
“Product Owner” or in-house customer
Problem: known Solution: unknownProblem: known Solution: unknown
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Unit of progress: Learning about Customers
Customer Development Engineering
ScaleCompany
CustomerDiscovery
CustomerValidation
CustomerCreation
Problem: unknown
Hypotheses, experiments, insights
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Unit of progress: Learning about Customers
Customer Development Engineering
ScaleCompany
CustomerDiscovery
CustomerValidation
CustomerCreation
Problem: unknown Solution: unknown
Hypotheses, experiments, insights
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Unit of progress: Learning about Customers
Customer Development Engineering
ScaleCompany
CustomerDiscovery
CustomerValidation
CustomerCreation
Problem: unknown Solution: unknown
Hypotheses, experiments, insights
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Unit of progress: Learning about Customers
Customer Development Engineering
ScaleCompany
CustomerDiscovery
CustomerValidation
CustomerCreation
Data, feedback, insights
Problem: unknown Solution: unknown
Data, feedback, insights
Hypotheses, experiments, insights
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Unit of progress: Learning about Customers
Customer Development EngineeringIncremental, quick, minimum features, revenue/customer validation
ScaleCompany
CustomerDiscovery
CustomerValidation
CustomerCreation
D t f db k i i ht
, q , ,
Problem: unknown Solution: unknown
Data, feedback, insights
Hypotheses, experiments, insights
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Customer Development Engineering Tactics
Split-test (A/B) experimentation
Engineering Tactics
Split-test (A/B) experimentation Extremely rapid deployment
Continuous deployment, if possible Continuous deployment, if possible At IMVU, 20-30 times per day on average
Just-in-time architecture and infrastructure Incremental investment for incremental benefit Software “immune system” to prevent defects
Five why's Use defects to drive infrastructure investments
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Five Why's
Any defect that affects a stakeholder is a learning Any defect that affects a stakeholder is a learning opportunity
We’re not done until we’ve addressed the root cause…
… including, why didn’t any of our prevention t ti t h it?tactics catch it?
Technique is to “ask why five times” to get to the root cause
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Five Why's Example
For example:p Why did we change the software so that we don't make any
money anymore? Why didn’t operations get paged? Why didn t operations get paged? Why didn’t the cluster immune system reject the change? Why didn’t automated tests go red and stop the line? Why wasn’t the engineer trained not to make the mistake?
We’re not done until we’ve taken corrective action at all five levelsfive levels
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Customer Development EngineeringEngineering
How do you build a product development team How do you build a product development team that can thrive in a startup environment?
Let's start with the traditional way Waterfall Let s start with the traditional way... Waterfall “The waterfall model is a sequential software
development model in which development is seen p pas flowing steadily downwards through the phases of requirements analysis, design, implementation, testing (validation) integration and maintenance ”
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testing (validation), integration, and maintenance.
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End of Sidebar
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Customer CreationStep 3Step 3
CustomerDiscovery
CustomerValidation
Customer Creation
CompanyBuildingDiscovery Creation Building
• Creation comes after proof of sales
C i i h “ h h ”• Creation is where you “cross the chasm”
• It is a strategy not a tactic
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Customer Creation Big IdeasBig Ideas
Big Idea 1: Grow customers from few to many
Big Idea 2: Four Customer Creation activities: Year One objectives Positioning Launch Launch Demand creation
Big Idea 3: Creation is different for each of the three types of startups
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yp p
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New Product Conundrum
Ne Prod ct Introd ction methodologies New Product Introduction methodologies sometimes work, yet sometimes fail Why? Why? Is it the people that are different? Is it the product that are different? Is it the product that are different?
Perhaps there are different “types” of startups?
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Three Types of Markets
Existing Market Resegmented New MarketExisting Market Resegmented Market
New Market
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Three Types of Markets
Existing Market Resegmented New Market
Who Cares?
Existing Market Resegmented Market
New Market
Who Cares? Type of Market changes EVERYTHING
Sales marketing and business development Sales, marketing and business development differ radically by market type
Details next week Details next week
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Type of MarketChanges EverythingChanges Everything
Existing Market Resegmented New Market
Market Sales
Existing Market Resegmented Market
New Market
Market Market Size Cost of Entry
Sales Sales Model Margins Sales Cycle
• Customers• Needs• Adoption
Launch Type Competitive
Barriers
Sales Cycle Chasm Width
• FinanceO i C i l
Adoption
Positioning • Ongoing Capital• Time to Profitability
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Definitions: Three Types of Markets
Existing Market Resegmented Market
New Market
Existing Market Faster/Better = High end Faster/Better = High end
Resegmented Market Niche = marketing/branding driveng g Cheaper = low end
New Market Cheaper/good enough can create a new
class of product/customer Innovative/never existed before
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Existing Market Definition
Are there c rrent c stomers ho o ld Are there current customers who would: Need the most performance possible?
I th l bl b i d l t thi i t? Is there a scalable business model at this point? Is there a defensible business model
A th ffi i t b i t titi f Are there sufficient barriers to competition from incumbents?
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Resegmented Market Definition (1)Low EndLow End
Are there c stomers at the lo end of the market Are there customers at the low end of the market who would: buy less (but good enough) performance buy less (but good enough) performance if they could get it at a lower price?
Is there a business profitable at this low end? Is there a business profitable at this low-end? Are there sufficient barriers to competition from
incumbents?incumbents?
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Resegmented Market Definition (2)NicheNiche
Are there customers in the current market who Are there customers in the current market who would: buy if it addressed their specific needs y p if it was the same price? If it cost more?
Is there a defensible business model at this point? Are there barriers to competition from incumbents?
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New Market Definition
Is there a large c stomer base ho co ldn’t do Is there a large customer base who couldn’t do this before? Because of cost availability skill ? Because of cost, availability, skill…?
Did they have to go to an inconvenient, centralized location?centralized location?
Are there barriers to competition from incumbents?incumbents?
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Hybrid Markets
Some products fall into Hybrid Markets Combine characteristics of both a new
market and low-end resegmentation SouthWest Airlines Dell Computers Cell Phones Apple IPhone?
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Company Building: Step 4
CustomerDiscovery
CustomerValidation
Customer Creation
CompanyBuildingDiscovery Validation Building
• (Re)build your company’s organization & management
• Re look at your mission
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Company Building: Big Ideasp y g g
Big Idea 1:Management needs to change as the company grows Founders are casualties Development centric Development centric Mission-centric Process-centric Process centric
Big Idea 2:
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Company Building: Exit Criteria
Does sales growth plan match market type?
Does spending plan match market type?
Does the board agree? Does the board agree?
Is your team right for the stage of company?
Have you built a mission-oriented culture?
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New Product Conundrum
Ne Prod ct Introd ction methodologies New Product Introduction methodologies sometimes work, yet sometimes fail Why? Why? Is it the people that are different? Is it the product that are different? Is it the product that are different?
Perhaps there are different “types” of startups?
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A Plethora of Opportunities
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Startup Checklist – 1What Vertical Market am I In?What Vertical Market am I In?
Web 2 0 Semicondutors Web 2.0 Enterprise Software Enterprise Hardware
Semicondutors Electronic Design
Automation Enterprise Hardware Communciaton Hdw Communication Sftw
Cleantech Med Dev / Health Care
Consumer Electronics Game Software
Life Science / Biotech Personalized Medicine
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Market Risk vs. Invention Risk
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Startup Checklist - 2
Market Risk? Market Risk? Technical Risk?
B th? Both?
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Execution: Lots to Worry About
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Startup Checklist - 3
Opportunity Where does the idea come from?Opportunity Where does the idea come from? Innovation Where is the innovation? Customer Who is the User/Payer? Competition Who is the competitor/complementor?
S l Wh t i th Ch l t h th t ? Sales What is the Channel to reach the customer? Marketing: How do you create end user demand? What does Biz Dev do? Deals? Partnerships? Sales? Business/Revenue Model(s) How do we organize to make money?( ) g y IP/PatentsRegulatory Issues? How and how long? Time to Market How long does it take to get to market? Product Development Model How to you engineer it? Manufacturing What does it take to build it? Manufacturing What does it take to build it? Seed Financing How much? When? Follow-on Financing How much? When? Liquidity How much? When?
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Execution: Very Different by Vertical
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Market Risk Reduction Strategy
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Customer DevelopmentCustomer Development and the Business Plan
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The Traditional Plan & Pitch
Since You Can’t Answer my real questions here’s the checklist
Technology Team Product Opportunity Customer Problem Business Model CustomersBetter
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Business Plan Becomes the Funding SlidesFunding Slides
Concept Business Seed or Fire F dExecuteConcept Plan Series A FoundersExecute
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Why Don’t VC’s Believe a Word You Say?a Word You Say?
What’s wrong with a business plan?
Hypothesis are untested Hypothesis are untested
Execution Oriented
A h th i f t Assumes hypothesis are facts
Static
No change upon contact with customer and market
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What Are Early Stage Investors Really Asking?Investors Really Asking?
Are o going to Are you going to:
Blow my initial investment?
Or are you going to make me a ton of money?
Are there customers? Are there customers?
How many? Now? Later?
Is there a profitable business model?
Can it scale?
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“Lessons Learned” Drives FundingFunding
Concept Business Pl
Lessons L d Series ATest
HypothesesConcept Plan Learned Series AHypotheses
Do this first instead of fund raising
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Credibility Increases Valuationy
C stomer De elopment and the B siness Plan Customer Development and the Business Plan
Extract the hypotheses from the plan
Leave the building to test the hypothesis
Present the results as: Present the results as: “Lessons Learned from our customers”
Iterate Plan Iterate Plan
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The Customer Development P t tiPresentation
Answer the implicit questions about the viability Answer the implicit questions about the viability of the business
Tell the Discovery & Validation story Tell the Discovery & Validation story Lessons Learned & “Our Customers Told Us” Graph some important upward trend Graph some important upward trend
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Customer Development: SummarySummary
Parallel process to Product Development
Hypothesis Testing Hypothesis Testing
Measurable Checkpoints
Not tied to FCS, but to customer milestones
Notion of Market Types to represent reality
Emphasis is on learning & discovery before execution
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Further ReadingFurther ReadingCourse Text at:Course Text at:
www cafepress com/kandsranchwww.cafepress.com/kandsranchor
www.amazon.com
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