The Startup Owner’s Manual The Step By Step Guide for Building a Great Company 1st Edition by Steve Blank Bob Dorf ISBN 1119690722 9781119690726

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Product details:

ISBN 10: 1119690722 
ISBN 13: 9781119690726
Author: Steve Blank Bob Dorf

The National Science Foundation pays hundreds of startup teams each year to follow the process outlined in the book, and it’s taught at Stanford, Berkeley, Columbia and more than 100 other leading universities worldwide. Why?

The Startup Owner’s Manual guides you, step-by-step, as you put the Customer Development process to work. This method was created by renowned Silicon Valley startup expert Steve Blank, co-creator with Eric Ries of the “Lean Startup” movement and tested and refined by him for more than a decade. This 608-page how-to guide includes over 100 charts, graphs, and diagrams, plus 77 valuable checklists that guide you as you drive your company toward profitability. It will help you:
? Avoid the 9 deadly sins that destroy startups’ chances for success
? Use the Customer Development method to bring your business idea to life
? Incorporate the Business Model Canvas as the organizing principle for startup hypotheses
? Identify your customers and determine how to “get, keep and grow” customers profitably
? Compute how you’ll drive your startup to repeatable, scalable profits.

The Startup Owner?s Manual was originally published by K&S Ranch Publishing Inc. and is now available from Wiley. The cover, design, and content are the same as the prior release and should not be considered a new or updated product.

The Startup Owner s Manual The Step By Step Guide for Building a Great Company 1st Table of contents:

Chapter 1: The Path to Disaster: A Startup Is Not a Small Version of a Big Company
The Traditional New-Product Introduction Model
The 9 Deadly Sins of the New Product Introduction Model
Chapter 2: The Path to the Epiphany: The Customer Development Model
An Introduction to Customer Development
“The Search for a Business Model:” Steps, Iteration and Pivots
A Customer Development Bonus: Minimum Waste of Cash and Time
The Customer Development Manifesto
Summary: The Customer Development Process
Chapter 3: An Introduction to Customer Discovery
The Customer Discovery Philosophy
Chapter 4: Customer Discovery, Phase One: State Your Business Model Hypotheses
Market Size Hypothesis (Physical and Web/Mobile)
Value Proposition 1: “Low Fidelity” MVP Hypothesis (Web/Mobile)
Customer Segments: Who/Problem Hypothesis (Physical)
Customer Segments: Source/Wiring Hypothesis (Web/Mobile)
Channels Hypothesis (Physical)
Channels Hypothesis (Web/Mobile)
Value Proposition 2: Market-Type and Competitive Hypothesis
Customer Relationships Hypothesis (Web/Mobile)
Key Resources Hypothesis (Physical and Web/Mobile)
Partners Hypothesis (Physical)
Traffic Partners Hypothesis (Web/Mobile)
Revenue and Pricing Hypothesis
Chapter 5: Customer Discovery, Phase Two: “Get Out of the Building” to Test the Problem: “Do People Care?”
Design Tests and Pass/Fail Experiments
Prepare for Customer Contacts (Physical)
Build Your Low Fidelity MVP (Web/Mobile)
Test Understanding of the Problem and Assess Its Importance (Physical)
Avoid the Big-Company Meeting Trap
Low Fidelity MVP Problem Test (Web/Mobile)
Missteps to Avoid when Testing the Low Fidelity MVP:
Gain Customer Understanding
Capture Market Knowledge (Physical)
Traffic/Competitive Analysis (Web/Mobile)
Chapter 6: Customer Discovery, Phase Three: “Get Out of the Building” and Test the Product Solution
Update the Business Model and Team (a Pivot-or-Proceed Point)
Create the Product “Solution” Presentation (Physical)
High Fidelity MVP Test (Web/Mobile)
Test the Product Solution with the Customer (Physical)
Measure Customer Behavior (Web/Mobile)
Update the Business Model Again
Identify First Advisory Board Members
Chapter 7: Customer Discovery, Phase Four: Verify the Business Model and Pivot or Proceed
Have We Found a Product/Market Fit?
Do We Know Who Our Customers Are and How to Reach Them?
Can We Make Money and Grow the Company?
Pivot or Proceed?
Chapter 8: Introduction to Customer Validation
An Epiphany at E.piphany
The Customer Validation Philosophy
Overview of the Customer Validation Process
Chapter 9: Customer Validation, Phase One: “Get Ready to Sell”
Get Ready to Sell: Craft Positioning Statement
Get Ready to Sell: Sales and Marketing Materials (Physical)
Physical Sales Collateral and Materials
Collateral Needs to Be Tuned to the Audience
Online Tools for Physical Channel Marketers
Get Ready to Sell: Acquire/Activate Customers Plan (Web/Mobile)
The “Acquire” Plan and Tools
Acquire Plan Tools
The Activation Plan and Tools
Non-home page acquisition tools
Managing the Activate Plan
Get Ready to Sell: Hire a Sales Closer (Physical)
Get Ready to Sell: Build a High Fidelity MVP (Web/Mobile)
Get Ready to Sell: Sales Channel Roadmap (Physical)
Get Ready to Sell: Build a Metrics Toolset (Web/Mobile)
Get Ready to Sell: Develop the Sales Roadmap (Physical)
Get Ready to Sell: Hire a Data Analytics Chief (Web/Mobile)
Get Ready to Sell: Formalize the Advisory Board (All Channels)
Chapter 10: Customer Validation, Phase Two: Get Out of the Building and Sell!
Get Out of the Building: Find Earlyvangelists (Physical)
Get Out of the Building: Prepare Optimization Plans/Tools (Web/Mobile)
Get Out of the Building and Test Sell (Physical)
Get Out of the Building: Optimize Getting More Customers (Web/Mobile)
Get Out of the Building: Refine the Sales Roadmap (Physical)
Get Out of the Building: Optimize “Keep” and “Grow” (Web/Mobile)
Get Out of the Building: Test Sell Channel Partners (Physical)
Get Out of the Building: Test Sell Traffic Partners (Web/Mobile)
Chapter 11: Customer Validation, Phase Three: Product Developing and Company Positioning
No PR Agency
The Positioning Audit
Develop Positioning: Product Positioning
The Product Positioning Brief
Develop Positioning: Match Positioning to Market Type
For an Existing Market
For a New Market
For a Clone Market
For Re-Segmenting a Market
Develop Positioning: Company Positioning
Develop Positioning: Validate Positioning
Chapter 12: Customer Validation, Phase Four: The Toughest Question of All: Pivot or Proceed?
Pivot or Proceed: Assemble Data Findings
Pivot or Proceed: Validate Your Business Model
Pivot or Proceed: Validate the Financial Model
Metrics that Matter
Metrics that Matter: Example 2
If These Were Your Numbers, What’s a Founder to Do?
Metrics that Matter: Example 3
Pivot or Proceed: Re-Validate the Business Model
The Toughest Startup Question: Pivot or Proceed?
The Startup Owner’s Manual “Site” Map
Appendix A: Checklists
Appendix B: Glossary
Appendix C: How to Build a Web Startup: A Simple Overview

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Steve Blank Bob Dorf,Startup,Great Company