All in startup : launching a new idea when everything is on the line (Book, 2014) []
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All in startup : launching a new idea when everything is on the line

Author: Diana Kander
Publisher: Hoboken, NJ : John Wiley & Sons, 2014.
Edition/Format:   Print book : EnglishView all editions and formats
"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  Read more...

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Document Type: Book
All Authors / Contributors: Diana Kander
ISBN: 9781118857663 1118857666
OCLC Number: 941330925
Description: xvii, 284 s
Contents: Foreword by Steve Blank ix A Letter from Thom Ruhe, VP of Entrepreneurship at the Kauffman Foundation xi Introduction xiii Chapter 1: First Appearances Can Be Deceiving 1 Chapter 2: You re Not Fooling Anyone 7 Chapter 3: You Can t Sell Anything by Doing All of the Talking 13 Chapter 4: It s How Well You Lose, Not How Well You Win, That Determines Whether You Get to Keep Playing 19 Chapter 5: The Real Pros Don t Play Every Hand 25 Chapter 6: Vanity Metrics Can Hide the Real Numbers That Matter to Your Business 29 Chapter 7: You Won t Find a Mentor if You Don t Ask 35 Chapter 8: Put Your Customers and Their Needs before Your Vision for a Solution 39 Chapter 9: Don t Gamble Use Small Bets to Find Opportunities 47 Chapter 10: Even Experts Need to Prepare for New Terrain 51 Chapter 11: People Don t Buy Visionary Products; They Buy Solutions to Their Problems 55 Chapter 12: Only Customers Can Tell You if You ve Found a Problem Worth Solving 63 Chapter 13: Hoping and Praying for Luck Is Not a Strategy 75 Chapter 14: It s Never Too Late to Test Your Assumptions 81 Chapter 15: The Secret to Customer Interviews Is Nonleading, Open-Ended Questions 87 Chapter 16: The Only Way to Get Good at Customer Interviews Is to Practice 95 Chapter 17: Finding Out Your Assumptions Were Wrong Is Just as Valuable as Proving Them Right 99 Chapter 18: Don t Pivot to a New Idea without Testing Your New Assumptions 109 Chapter 19: Save Your Chips for When You ll Need the Least Amount of Luck to Win 117 Chapter 20: Successful Entrepreneurs Recognize Failure, Fold, and Live to Fight Another Day 123 Chapter 21: Test Your Assumptions before Committing Any Resources to an Idea 133 Chapter 22: Luck Can Be Engineered if You Take Emotion Out of the Equation 143 Chapter 23: Every Successful Entrepreneur Has More Failures than Successes 149 Chapter 24: The Harder You Work, the Luckier You ll Get 153 Chapter 25: Opportunities to Find Prospective Customers Are Everywhere You Just Have to Look 157 Chapter 26: The Best Feedback from Potential Customers Comes from Meticulous Interviews 161 Chapter 27: Recognize the Vanity Metrics to Avoid Big Losses 169 Chapter 28: Keep Interviewing Customers until You Find a Migraine Problem Worth Solving 173 Chapter 29: People Can t Help Themselves from Sharing When You Bring Up a Migraine Problem 181 Chapter 30: Stay Objective in Your Interviews Whether You Are Getting Good or Bad News 187 Chapter 31: Nothing Else Matters until You Can Prove That Customers Want Your Product 191 Chapter 32: Luck Makers Seek Out New Experiences and Find Opportunities Wherever They Go 195 Chapter 33: Luck Is Not a Good Strategy for Poker or Business It s the Outcome of a Good Strategy 201 Chapter 34: To Prove Demand, Find the Shortest Path to the Ultimate Customer Action 209 Chapter 35: Prepare for Bad Luck by Building Up Reserves 219 Chapter 36: Fear and Inaction Are the Two Greatest Threats to Your Business Idea 225 Chapter 37: Understand Your Tendencies On Tilt So That You Can Compensate for Them 229 Chapter 38: There Is No Mistaking It When You Uncover Migraine Problems Worth Solving 235 Chapter 39: Get Comfortable with Being Wrong 241 Chapter 40: Don t Go All-In without Confirming Your Assumptions through Smaller Bets 249 Chapter 41: Second Chances Are Rare Make Sure You Get It Right the First Time Around 253 Chapter 42: Even When You Find a Migraine Problem, Crafting a Solution Requires Vigilance and Readjustment 255 Chapter 43: Don t Commit All-In until You Prove That Customers Want Your Product and There s a Business Model to Support It 265 Chapter 44: The Strength of Your Initial Idea, or Starting Hand, Is Always Relative 269 Sam s Journal 271 Acknowledgments 279 About the Author 283
Responsibility: Diana Kander.


If Owen Chase can't find a way to turn his company around in the next nine days, he'll be forced to shut it down and lay off all of his employees. He has incurred substantial debt and his marriage is  Read more...


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