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The Resource All in startup : launching a new idea when everything is on the line, Diana Kander ; [foreword by Steve Blank]

All in startup : launching a new idea when everything is on the line, Diana Kander ; [foreword by Steve Blank]

Label
All in startup : launching a new idea when everything is on the line
Title
All in startup
Title remainder
launching a new idea when everything is on the line
Statement of responsibility
Diana Kander ; [foreword by Steve Blank]
Creator
Author
Subject
Language
eng
Summary
"A book for anyone who has started a business, thought about starting a business, or just been close to someone who has, All In Startup introduces the reader to the latest advances in entrepreneurship, including a new understanding of how to launch a company in a way that dramatically improves its chances of success.The "business plan" curriculum taught in most M.B.A. programs is on the verge of extinction. A new "scientific method" of entrepreneurship built around forming and testing basic assumptions will soon replace the tired old model. The book, told through a case study approach, follows the story of Owen Chase who is tasked with turning his company around in 9 days. Through rich storytelling, All In Startup provides a book-length case study to showcase a new type of entrepreneurship, revealing innovative business principles and the emotional reality of entrepreneurship that goes tragically unmentioned during business school"--
Assigning source
Provided by publisher
Cataloging source
DLC
Illustrations
illustrations
Index
no index present
Literary form
non fiction
Label
All in startup : launching a new idea when everything is on the line, Diana Kander ; [foreword by Steve Blank]
Link
http://catalogimages.wiley.com/images/db/jimages/9781118857663.jpg
Instantiates
Publication
Carrier category
volume
Carrier MARC source
rdacarrier.
Content category
text
Content type MARC source
rdacontent.
Contents
First appearances can be deceiving -- You're not fooling anyone -- You can't sell anything by doing all of the talking -- It's how well you lose, not how well you win, that determines whether you get to keep playing -- The real pros don't play every hand -- Vanity metrics can hide the real numbers that matter to your business -- You won't find a mentor if you don't ask -- Put your customers and their needs before your vision for a solution -- Don't gamble -- use small bets to find opportunities -- even experts need to prepare for new terrain -- People don't buy visionary products; they buy solutions to their problems -- Only customers can tell you if you've found a problem worth solving -- Hoping and praying for luck is not a strategy -- It's never too late to test your assumptions -- The secret to customer interviews is nonleading, open-ended question -- The only way to get good at customer interviews is to practice -- Finding out your assumptions were wrong is just as valuable as proving them right -- Don't pivot to a new idea without testing your new assumptions -- Save your chips for when you'll need the least amount of luck to win -- Successful entrepreneurs recognize failure, fold, and live to fight another day -- Test your assumptions before committing any resource to an idea -- Luck can be engineered if you take emotion out of the equation -- Every successful entrepreneur has more failures than successes -- The harder you work, the luckier you'll get -- Opportunities to find prospective customers are everywhere -- you just have to look -- The best feedback from potential customers comes from meticulous interviews -- Recognize the vanity metrics to avoid big losses -- Keep interviewing customers until yo find a migraine problem worth solving -- People can't help themselves from sharing when you bring up a migraine problem -- Stay objective in your interviews whether you are getting good or bad news -- Nothing else matters until you can prove that customers want your product -- Luck makers seek out new experience and find opportunities where ever they go -- Luck is not a good strategy for poker or business : It's the outcome of a good strategy -- To prove demand, find the shortest path to the ultimate customer action -- Prepare for bad luck by building up reserves -- Fear and inaction are the two greatest threats to your business idea -- Understand your tendencies on tilt so that you can compensate for them -- There is no mistaking it when you uncover migraine problems worth solving -- Get comfortable with being wrong -- Don't go all-in without confirming your assumptions through smaller bets -- Second chances are rare -- make sure you get it right the first time around -- Even when you find a migraine problem, crafting a solution requires vigilance and readjustment -- Don't commit all-in until you prove that customers want your product and there's a business model to support it -- The strength of your initial idea, or starting hand, is always relative
Control code
864845708
Dimensions
24 cm.
Extent
xviii, 284 pages
Isbn
9781118857663
Lccn
2013050101
Media category
unmediated
Media MARC source
rdamedia.
System control number
(OCoLC)864845708
Label
All in startup : launching a new idea when everything is on the line, Diana Kander ; [foreword by Steve Blank]
Link
http://catalogimages.wiley.com/images/db/jimages/9781118857663.jpg
Publication
Carrier category
volume
Carrier MARC source
rdacarrier.
Content category
text
Content type MARC source
rdacontent.
Contents
First appearances can be deceiving -- You're not fooling anyone -- You can't sell anything by doing all of the talking -- It's how well you lose, not how well you win, that determines whether you get to keep playing -- The real pros don't play every hand -- Vanity metrics can hide the real numbers that matter to your business -- You won't find a mentor if you don't ask -- Put your customers and their needs before your vision for a solution -- Don't gamble -- use small bets to find opportunities -- even experts need to prepare for new terrain -- People don't buy visionary products; they buy solutions to their problems -- Only customers can tell you if you've found a problem worth solving -- Hoping and praying for luck is not a strategy -- It's never too late to test your assumptions -- The secret to customer interviews is nonleading, open-ended question -- The only way to get good at customer interviews is to practice -- Finding out your assumptions were wrong is just as valuable as proving them right -- Don't pivot to a new idea without testing your new assumptions -- Save your chips for when you'll need the least amount of luck to win -- Successful entrepreneurs recognize failure, fold, and live to fight another day -- Test your assumptions before committing any resource to an idea -- Luck can be engineered if you take emotion out of the equation -- Every successful entrepreneur has more failures than successes -- The harder you work, the luckier you'll get -- Opportunities to find prospective customers are everywhere -- you just have to look -- The best feedback from potential customers comes from meticulous interviews -- Recognize the vanity metrics to avoid big losses -- Keep interviewing customers until yo find a migraine problem worth solving -- People can't help themselves from sharing when you bring up a migraine problem -- Stay objective in your interviews whether you are getting good or bad news -- Nothing else matters until you can prove that customers want your product -- Luck makers seek out new experience and find opportunities where ever they go -- Luck is not a good strategy for poker or business : It's the outcome of a good strategy -- To prove demand, find the shortest path to the ultimate customer action -- Prepare for bad luck by building up reserves -- Fear and inaction are the two greatest threats to your business idea -- Understand your tendencies on tilt so that you can compensate for them -- There is no mistaking it when you uncover migraine problems worth solving -- Get comfortable with being wrong -- Don't go all-in without confirming your assumptions through smaller bets -- Second chances are rare -- make sure you get it right the first time around -- Even when you find a migraine problem, crafting a solution requires vigilance and readjustment -- Don't commit all-in until you prove that customers want your product and there's a business model to support it -- The strength of your initial idea, or starting hand, is always relative
Control code
864845708
Dimensions
24 cm.
Extent
xviii, 284 pages
Isbn
9781118857663
Lccn
2013050101
Media category
unmediated
Media MARC source
rdamedia.
System control number
(OCoLC)864845708

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