Produktentwicklung
Start-up
The Startup Owner's Manual
Steve Blank & Bob Dorf, 2020
Inhaltsverzeichnis des Buches
- Cover
- How to Read This Book
- Preface
- Who Is This Book For?
- Introduction
- A Repeatable Path
- Why a Second Decade?
- The Four Steps: A New Path
- I Getting Started
- 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
- Acknowledgements
- About the Authors