The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company

The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company

Steve Blank, Bob Dorf

Language: English

Pages: 608

ISBN: 0984999302

Format: PDF / Kindle (mobi) / ePub

It s been called the bible for startups and the best $40 investment a startup can make (on sale at for far less)! A startup without customers is like a day without oxygen, and the Startup Owner s Manual helps founders get it right and shows you how to get, keep, and grow customers, literally every step of the way. This new step-by-step owner s manual walks entrepreneurs step-by-step through the proven, world-renowned Customer Development process for getting startups right the first time. The Owner s Manual is adding value, structure and success to thousands of great young companies. The Customer Development process was developed by Silicon Valley serial entrepreneur-turned-educator Steve Blank, and based on his eight valley startups, four of which IPO ed. Blank joined with serial entrepreneur Bob Dorf to build the Startup Owner s Manual as a sequel to Blank s first book, which sparked the Lean Startup movement. The Startup Owner s Manual lays out the best practices, lessons and tips that have swept the startup world, offering a wealth of proven advice and information for entrepreneurs of all stripes. This near-encyclopedic , 608-page how to manual: Guides startups of all types in their search for a scalable, profitable business model Explains the 9 deadly sins startups commit most often and helps you avoid them Incorporates the business model canvas as the starting point for any startup Provides separate paths and advice for physical versus web/mobile products Explains how to test and iterate your company s road to product/market fit Details strategies and tactics for how to get, keep and grow customers Teaches a new math for startups -- metrics that matter Includes detailed checklists at every step of the process ...and provides hundreds of ideas, watch-outs and how tos for founders!

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the Data Traffic sources Acquisition, activation rates Customer engagement (time on site, number of visits before registration, etc.) Number of referrals Exit criteria: Robust customer interest, excitement — enough to warrant moving forward Pass/Fail tests identified Update the Business Model Again (Another Pivot-or-Proceed Point) Here you’ll update the business model to reflect the latest round of customer discovery “solution” findings and how they do or don’t affect the

the Customer Development team. While the core technology might be spot-on, its match for customer needs or purchase preferences can be off. A single monolithic software package might be too expensive or too complex to sell that way. Technology repackaging might solve the problem by reconfiguring the product features. Perhaps it can be sold as modules, or as a subscription service, or with increasingly featured versions, without requiring Product Development to completely reengineer the product.

self-identifying, tracking, types of, understanding, see also “get, keep, and grow” customers customer-satisfaction survey, D Demand creation testing cost, dashboard, data chiefs, decision-makers defined, users as, dedicated e-commerce, delivery schedule, demand curve, demand-creation physical vs. web/mobile, success as determined by, see also “get” customers demos, dependency analysis, direct mail, direct sales, distributors web/mobile, E earlyvangelists

Test the Product Solution STEVE’S PHONE RANG AND THE VOICE ON THE end said, “You don’t know me but I just read your book and think I need your help.” That was the day we got to know one of the most innovative startups within a “Fortune 500” corporation (#6): General Electric’s Energy Storage division. Prescott Logan, the unit’s brand-new general manager, recognized that his unit’s new sodium industrial battery was a disruptive innovation, which GE traditionally does well, but aimed at a market

whether they spent $500,000 and a year—or $5,000,000 and five years—to get to the start of the spreadsheet, so it’s hard to applaud or bash the outcome. Seems like the next board meeting should pull out the latest business model canvas and look for some game-changing growth opportunities, almost no matter what. The company isn’t spending all that much money on product development or staff costs (those numbers are relatively flat), and it’s almost turning into a cash cow long before it should be

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