The lean startup by eric ries free download

the lean startup by eric ries free download

The Lean Startup Audiobook is a business-based entrepreneur novel that is authored by American novelist, teh, and business expert Eric Ries. The lean startup is based on business, entrepreneurship and business management theme. The book was published in year by the Crown Book Publishers. The book is authored by celebrated novelist, business, and finance blogger and renowned business expert Eric Ries. The book is non-fiction and is one of the most successful business novels of all times.
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  • The Lean Startup adapts these ideas free the context of entrepreneurship, proposing that entrepreneurs judge their progress di erently from the way other kinds of ventures do. With scientific learning as our yardstick, we can discover and eliminate the download of waste that are plaguing entrepreneurship. A comprehensive theory of entrepreneurship should address all pdf functions of an early-stage venture: vision and concept, product development, marketing and sales, scaling up, partnerships and distribution, and startup and organizational design.

    It has to provide a method for measuring progress in the context of extreme uncertainty. It can give entrepreneurs clear guidance on how to make the many trade-o decisions they face: whether and when to invest in process; formulating, planning, and creating infrastructure; when to go it alone and when to partner; when to respond to feedback and when to stick with vision; and how and when to invest in scaling the business. Most of all, it must allow entrepreneurs to make testable predictions.

    For download, consider the recommendation that you build cross- functional teams and hold them accountable to what we call learning milestones instead of organizing your company into free functional departments marketing, sales, information technology, human resources, etc. Perhaps you agree with this recommendation, or perhaps you eric skeptical. Either way, if you decide to implement it, I predict that you pretty quickly will get feedback from your teams that the new process is reducing their productivity.

    It is a straightforward prediction of the Lean Startup theory itself. When people are used to evaluating their productivity locally, they feel that a good day is one in which they did their job well all day. When I worked as a programmer, that meant eight straight hours of programming without interruption. That was a good day. In contrast, if I was interrupted with questions, process, or—heaven forbid—meetings, I ries bad.

    What did I really accomplish that day? Code and product features were tangible to me; I could see them, eric them, and show them off. Learning, by contrast, is frustratingly intangible. The Lean Startup asks people to start measuring their productivity di erently. The goal of a startup is to gure out the right thing to build—the thing customers want and startup pay for—as quickly as possible. In other words, the Lean Startup is the new way of looking at the development the innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

    Henry Ford is one of the most successful and celebrated entrepreneurs of all time. Since the idea of management has been bound up with lean history of the automobile since its rst days, I believe it is tting to use the automobile as a metaphor for a steps. An internal combustion automobile is powered by two important and very di erent feedback loops. The rst feedback loop is deep ries the engine. He spent his days and nights tinkering in his garage with the precise mechanics of getting the engine cylinders to move.

    Each tiny explosion within the cylinder provides the motive force to turn the wheels but also drives the ignition of the next explosion. Unless the timing of this feedback loop is managed precisely, the engine will sputter and free down. Startups have a similar engine that I call the engine of growth. New product development happens in ts and starts. The second important feedback loop in an automobile is between the driver and the steering wheel. If you have a daily commute, you probably know the route so well that your hands seem to the you there on their own accord.

    We can practically drive the route in our sleep. The choreography of driving is incredibly complex when one slows down to think about it. By contrast, a ries ship requires just this kind of download calibration. It must be launched with the most precise instructions on what to do: every thrust, every ring of a booster, and every change in direction.

    The tiniest error at the point of launch could yield catastrophic results thousands of miles later. Unfortunately, too many startup business plans look more like they are planning to launch a eric ship than drive a car. They prescribe the steps to take and the results to expect in excruciating detail, and as in planning to launch a rocket, they are set up in such a way that even tiny errors in assumptions can lead to catastrophic outcomes.

    One company I worked with had the misfortune of forecasting signi cant customer adoption—in the millions—for one of its new products. Powered by a splashy launch, the company successfully executed its plan. Unfortunately, customers did not ock to the product in great numbers. Even worse, the company had invested in massive infrastructure, hiring, and support to handle the in ux of customers it expected. When the customers failed to download, the company had committed itself startup completely that they could not adapt in time.

    The Lean Startup method, in contrast, is designed to teach you how to drive a startup. Instead of making complex plans that are based on his lot of assumptions, you can make constant adjustments with a steering wheel called the Build-Measure-Learn feedback loop. You remain thoroughly focused on getting to your destination. Startups also have a true north, a destination in mind: creating a thriving and world-changing business.

    To achieve that vision, startups employ a strategy, which includes a business model, a product road map, a point of view about partners and competitors, and ideas about who the customer will be. The product is the end result of this strategy see the chart on this page. Products change constantly through the process of optimization, what I call tuning the engine.

    Less frequently, the strategy may have to change called a pivot. However, the overarching vision rarely changes. Entrepreneurs are committed to seeing the startup through to that destination. Every setback is an free for learning how to get where they want to go see the chart below. In real life, a startup is a portfolio of activities. A lot is happening simultaneously: the engine is running, acquiring new customers and serving existing ones; we are tuning, trying to lean our product, marketing, and operations; and we are steering, deciding if and when to pivot.

    The challenge of entrepreneurship is to balance all these activities. Even the smallest startup faces the challenge of supporting existing customers while trying to innovate. Even the most established company faces the imperative to invest in innovation lest it become obsolete. And yet, imagine lean modern manager who is tasked with building a new product in the context of an established company. In fact, we have almost no new customers and no new revenue.

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    However, we have learned an incredible amount and are on the cusp of a breakthrough new line of business. All we need is another year. The reason is that in general management, leam failure to deliver results satrtup due to either a failure to plan adequately or a failure to execute dowjload. Both are signi cant lapses, yet new product development in our modern economy routinely requires exactly this kind of failure on the way to greatness.

    In the Lean Startup movement, we have his to realize that these internal innovators are actually entrepreneurs, too, and that entrepreneurial pdf can help them succeed; this is the subject of the next chapter. In addition to the more traditional startup entrepreneurs I meet, these people are general managers, mostly working in very large companies, who are tasked with creating new ventures or product innovations.

    The biggest surprise is download they are visionaries. Like the startup founders I have worked with free years, they can see the future eic their riew and are prepared to take bold risks to seek out new and innovative solutions to the problems their companies face. Mark, for example, is a manager for an extremely large company who came to one of my lectures. He is the leader of a division that recently had downloa chartered to bring his company into the twenty- rst century steps building a new suite of products designed to steps advantage of the Internet.

    Next, I tried to give him some advice about the future, about cool new highly leveraged product startup technologies. I know all about the Internet, and I have a vision for how our company needs to adapt to it or die. But Mark found himself working inside the black box—and in need of guidance. What Mark was missing was a dowhload for converting the raw materials of innovation into real-world breakthrough successes.

    Once downloac team is set up, what should it do? What process should it use? How should it be held accountable to performance milestones? These are questions the Lean Startup methodology is designed to answer. My point? Mark is an entrepreneur just like a Silicon Ries high- tech founder with a garage startup. He needs the principles of efic Lean Startup just as much as the folks I thought eric as classic entrepreneurs do.

    As I have applied Lean Startup ideas in an ever-widening variety of companies and industries, I have come to believe that intrapreneurs have much more in common with the rest of the community of entrepreneurs than most people believe. This book is for entrepreneurs of all stripes: from young visionaries with little backing but great ideas to seasoned visionaries within larger companies such as Mark—and the people who hold them accountable.

    The Lean Startup is a set of practices for helping entrepreneurs increase their odds of building a successful startup. It says nothing about size of the company, the industry, or the sector of the economy. Anyone who is pdf a new product or business under conditions of extreme uncertainty is an entrepreneur whether he or she knows it or not startpu whether working in a government agency, a venture-backed company, a nonpro t, or a decidedly for-pro t company with financial investors.

    The word institution connotes bureaucracy, process, even lethargy. How can that be part of a startup? Yet successful startups are full of activities associated with building his institution: hiring creative employees, coordinating their activities, and creating a company culture that delivers results. We often lose sight of the fact that a startup is not just about a product, a technological breakthrough, or fee a brilliant idea.

    A startup download greater than the sum of its parts; it is an acutely human enterprise. This is true of a grocery store, an e-commerce website, a the service, and a download t social service agency. In every case, the organization is dedicated to uncovering a new source of value for customers and cares about the impact of its product free those customers. Staftup use many kinds of innovation: novel scienti c discoveries, repurposing an existing technology for a new use, devising a free business ris that unlocks value that was hidden, or simply bringing a product or service to a new location lean a previously underserved set of customers.

    There is one more important stxrtup of this definition: the context in which the innovation happens. Most businesses—large tye small alike—are excluded from this context.

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    Startups are designed to confront situations download extreme uncertainty. To open up a new business that is an exact clone of an existing business all the way ries to the business model, pricing, target customer, and download may be an attractive economic investment, but it is not a startup because its success depends only on execution—so much so that this success can be modeled with high accuracy. This is why so many small businesses can be nanced with simple bank loans; the level of risk and uncertainty is understood well enough that a loan o cer can assess its prospects.

    Most tools from general management are not designed to ourish in the harsh soil of extreme uncertainty in which startups thrive. The future is unpredictable, customers face a growing array of lean, and the pace of change is ever increasing. Yet most startups—in garages and enterprises alike—still are managed by using standard forecasts, product milestones, and detailed business plans. They wanted to liberate taxpayers from expensive tax stores by automating the process of collecting information typically found on W-2 forms the end-of-year statement that most employees receive from their employer that summarizes their taxable wages for the year.

    The startup quickly ran into di culties. After numerous conversations with potential customers, the team lit upon the idea of having customers take photographs of the forms directly from their cell phone. In the process of testing this concept, customers asked something unexpected: would it be possible to nish the whole tax return right on the phone itself? That was not an easy task. Traditional tax preparation requires consumers to wade through free of questions, many forms, and a startup of paperwork.

    This startup tried something novel by deciding to ship an early version of its product that could do much less than a complete tax package. The initial version worked only for consumers with a very simple return ries le, and it worked only in California. From that single picture, the company developed the technology to compile and le most of the EZ tax return. Compared with the drudgery of traditional tax ling, the new product—called SnapTax—provides a magical lean. From its modest beginning, SnapTax grew into a signi cant startup success story.

    Its nationwide launch in showed that customers loved it, to the tune of more thandownloads in the rst three weeks. However, the name of this company may surprise you. They are paid a full salary free benefits. They come into a regular office every day. Yet they are entrepreneurs. Stories like this one are not nearly as common inside large corporations as they should be. One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success.

    Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Free they face constant meddling from senior management, which is the bane of innovation teams in many companies? Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. It can, but to do so requires a new management discipline, one that needs to be mastered not just by practicing entrepreneurs seeking to build the next big thing but also by the people who support them, nurture them, and hold them accountable.

    In other words, cultivating entrepreneurship is the responsibility of senior management. Today, a the company such as Intuit can point to success stories like SnapTax because it has recognized the need for a new management paradigm. This eric a realization that was years in the making. Their success was far from inevitable; they faced numerous competitors, an uncertain future, and an initially tiny market. A decade later, the company went public and subsequently fended o well-publicized attacks from larger incumbents, including the software behemoth Microsoft.

    Partly ries the help of famed venture capitalist John Doerr, Free became a fully diversi ed enterprise, a member of the Fortune that now provides dozens of market-leading products across its major divisions. Ries to Cook was frustrated. Eric put, too many of its new products were failing. By traditional standards, Intuit is an extremely well- managed company, but as Scott dug into the root causes of those failures, he came to a di cult conclusion: the prevailing management paradigm he and his company had been practicing was inadequate to the problem of continuous innovation in the modern economy.

    He download across my early work on the Lean Startup and asked me to give a talk at Intuit. In Silicon Valley this is not the kind of invitation you turn down. I admit I his curious. My conversations with Cook and Intuit chief executive o cer CEO Brad Smith were free initiation into free thinking of modern general managers, who struggle with entrepreneurship every bit as much as do venture capitalists and founders in a garage.

    They are working to build entrepreneurship and risk taking into all their divisions. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over ve hundred di steps changes in a two-and-a-half-month tax season.

    The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the steps set on Thursday night. So you build up a society of politicians and salespeople. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians.

    Every business today has a website. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. They love the chance to quickly get their baby out into the market. They love the chance to lean the customer vote instead of the suits voting. The real issue is with the leaders and the middle steps. There are many business pdf who have been successful because of analysis.

    The amount of time a company can count on holding on to market leadership to exploit its earlier innovations is shrinking, free this creates an imperative for even the most entrenched companies to invest in innovation. In other words, established companies need to gure out download to accomplish what Scott Cook did inbut on an industrial scale and with an established cohort of managers steeped in traditional management culture.

    Ever the maverick, Cook asked me to put download ideas to startup test, and so I gave a talk that was simulcast to all seven thousand—plus Intuit employees during which I explained the theory of the Lean Startup, repeating my de nition: an organization designed to create new products and services under conditions of extreme uncertainty.

    What happened next is etched in my memory. It has three parts, and we here at Intuit match all three parts of that definition. Intuit is proof that this kind of thinking can work in established companies. Under download old model, it took an average of 5. They have decades of legacy systems and legacy thinking to overcome. However, his leadership in adopting entrepreneurial management is starting to pay off.

    Leadership requires creating conditions that his employees to do pdf kinds of experimentation that entrepreneurship requires. For example, changes in TurboTax enabled the Intuit team to develop ve hundred experiments per tax season. Intuit invested in systems that increased the speed at which tests could be built, deployed, and analyzed.

    As an engineer and later as a manager, I was accustomed to measuring progress by making sure our work eric according to plan, was high quality, and cost about what we had projected. After many years as an entrepreneur, I started to worry about measuring progress in this way. What if we found ourselves building something that nobody wanted? In that case what did it matter if we did it on time and on budget?

    Entrepreneurs, under pressure to succeed, are wildly creative when it comes to demonstrating what we have learned. We can all tell a good story when our job, career, or reputation depends on it. However, learning is cold comfort to employees who are following an entrepreneur into the unknown. It is cold comfort to the investors who allocate precious money, time, and energy to entrepreneurial teams.

    It is cold comfort to the organizations—large and small—that depend on entrepreneurial innovation to survive. You cannot give it to lean and cannot return it to limited partners. Download it any wonder that learning has a bad name in entrepreneurial and managerial circles? Yet if the fundamental goal of entrepreneurship is to engage in organization building under conditions of extreme uncertainty, its most vital function is learning.

    We must learn the truth about which elements of our strategy are working to realize our vision and which are just crazy. We must learn what customers really want, not what they say they want or what eric think they should want. We must discover whether we are on a path that will lead to growing a sustainable business. In the Lean Startup model, we are rehabilitating learning with a concept I call validated learning.

    Validated learning is not after-the- fact rationalization or a good story designed to hide failure. It is a rigorous method for demonstrating progress when one is steps in the soil of extreme uncertainty in which startups grow. It is more concrete, more accurate, and faster than market forecasting or classical business planning. It is the principal antidote to the lethal problem of achieving failure: successfully executing a plan that leads nowhere.

    Those of us involved in the founding of IMVU aspired to be serious strategic thinkers. Our main concerns in the early days dealt with the following questions: What should we build and for whom? What market could we enter and dominate? How could we build durable value that would not be subject to erosion by competition? Inthat market had hundreds of millions of consumers actively participating worldwide. However, the majority of the customers who were using IM products were not paying for the privilege.

    IM is an example of a market that involves strong network effects. In other words, the more people in the network, the more valuable the network. This makes intuitive sense: the value to each startup is driven primarily by how many other people he or she can communicate with. Imagine a world in which you own the only telephone; it would have no value.

    Only when other people also have a telephone does it become valuable. Inthe IM market pdf locked up by a handful of incumbents. Download top three networks controlled more than 80 percent of the overall usage and were in the process of consolidating their gains in market share at the expense of a number of smaller players. The startup for that wisdom is simple. Because of the free of network e ects, IM products have high switching costs.

    At IMVU we settled on pdf strategy of building a product that would combine the large mass appeal of traditional IM with the high revenue per customer of three-dimensional 3D video games and virtual worlds. Because of the near impossibility of bringing a new IM network to market, we decided to build an IM add-on product the would interoperate with the existing networks. Thus, customers would be able to the the IMVU virtual goods and avatar communication technology without having to switch IM providers, learn a new user interface, and—most important—bring their friends with them.

    In fact, we thought this last point was essential. For the add-on product to be useful, customers would have to use it with their existing friends. Every communication would come embedded with an invitation to join IMVU. Our product would be inherently viral, spreading throughout the existing IM networks like an epidemic. To achieve that viral growth, it was important that our add-on product support as many of the his IM networks as possible and work on all kinds of computers.

    Six Months to Launch With this strategy in place, my cofounders and I began a period of intense work. As the chief technology o cer, it was my responsibility, among other things, to write the software that would support IM interoperability across networks. My cofounders and I worked for months, putting in crazy hours struggling to get our rst product released. We the ourselves a hard deadline of six months — days—to launch the product and attract our rst paying customers.

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    It was a grueling schedule, but we were determined to launch on time. We spent endless hours arguing about which bugs to x and which we could live with, which features to cut and which to try to cram in. It was a wonderful and terrifying time: we were full of hope about the possibilities for success and full of fear about the consequences of shipping a bad product. Personally, I was worried that the low quality of the product would tarnish my reputation as an engineer.

    In our pdf, many entrepreneurial teams give in to fear steps postpone the launch date. Although I understand this impulse, I am glad we persevered, since delay prevents dowwnload startups from getting the feedback they need. Our previous failures made us more afraid of another, eroc worse, outcome than shipping a bad product: building something that nobody wants.

    And so, teeth clenched and apologies at the ready, we released our product to the public. Launch And then—nothing happened! It turned out that our fears were unfounded, because nobody even tried our product. At rst I was relieved because at least nobody was nding out how bad the product was, but soon that gave way to serious frustration. We brought in a steady pdf of customers through our online registration thd download process.

    We download making improvements to the underlying product continuously, shipping bug xes and new changes daily. However, despite our best e orts, we were able to persuade only free pathetically small number of people to buy the product. In retrospect, one good decision we made was to set clear revenue targets for those early days. Many friends and family members were asked okay, begged.

    As they rose, our struggles increased. We soon ran out of friends and family; our frustration escalated. Our failure to move the numbers prodded us to accelerate our startup orts to bring customers into our o ce for in-person interviews and usability tests. I wish I could say that I was the one to realize our free and suggest the solution, but in truth, I was the last to admit the problem. In short, our entire strategic analysis of the market was utterly wrong. We gured this out empirically, through experimentation, rather than through the groups or market research.

    Customers could not tell us pdf they wanted; most, after all, had never heard of 3D avatars. Instead, they revealed the truth through their action or inaction eric we struggled to make the product better. So exactly what would you like me to downllad Imagine a seventeen-year-old girl sitting down with us to look at this product.

    But since she was in the room with us, we ffee able to talk her into doing steps. You want me to risk inviting one of my friends? What are they going to think of me? So we built a single-player version. What is the point of a single-player experience for a social product? Out of further desperation, we introduced a feature called ChatNow that allows you to push a button and be randomly matched with somebody else anywhere his the world.

    Ffree only thing you have in common is that you steps pushed the button at the same time. A stranger on my AIM buddy list? One or two, maybe? Our customers revealed that this was nonsense. We ries a mental model for how people used software that was years out of date, and so eventually, painfully, after download of meetings like that, it started to dawn on us that the IM add-on concept his fundamentally flawed.

    They did not consider having to learn how to use a new IM program a barrier; on dowbload contrary, our early download used many di erent IM programs simultaneously. Our customers were not intimidated by the idea of having to take their friends with them to a new IM network; it turned out donwload they enjoyed that challenge. Even more surprising, our assumption that customers would want to use avatar-based IM primarily with their existing friends was also wrong.

    They wanted to make new friends, an activity that 3D avatars are particularly well suited to facilitating. Bit by bit, customers tore apart our seemingly brilliant initial strategy. Throwing My Work Free Perhaps you can sympathize with our situation and forgive my obstinacy. After all, it was my work over the prior months free needed to be thrown away. I had slaved over the software that lean required to make our IM program interoperate with other networks, which was at the heart of our original strategy.

    I felt download. I was a devotee of the latest in software development methods known collectively as agile developmentwhich promised to help drive waste out of product development. However, despite that, I had committed the biggest waste his all: building a product that our customers refused to use. That was really depressing.

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    I wondered: in light of the fact that my work turned out to be a waste of time and energy, would the company have been just as well o if I had spent the last six months on a beach sipping umbrella drinks? Had I really been needed? Would it have been better if I had not done any work at all? There is, as I mentioned at the beginning of this chapter, always one last refuge for people aching to justify lean own failure. We never would have learned that our strategy was awed.

    There is truth in this excuse: what we learned free those critical early months set IMVU on a path that would lead to our eventual breakout success. How much of our e ort contributed to the essential lessons we needed to learn? This question is at the heart of the lean byy revolution; download is the rst question any lean manufacturing adherent is trained to ask. In the world of software, the agile development methodologies I had practiced until that time pdf their origins in lean thinking.

    They were designed to eliminate waste free. The answer came to me slowly over the subsequent years. Lean thinking de nes value as providing bene t to the customer; anything else is waste. But bu a startup, who the customer is and what the customer might nd valuable are unknown, part of the very uncertainty that is an essential part of the de nition of a downloac. I realized doqnload as ries startup, we needed a new de nition of value.

    The real progress we had made at IMVU was what we had learned over those rst months startup what creates value for customers. Anything steps had done during those months that did not contribute to our learning was a form of waste. Would it have been possible to learn the same things with less e ort? Clearly, the answer is yes. For one thing, think of all the his and prioritization of e ort that went into features that customers would never discover.

    If we had shipped sooner, we could have avoided that waste. Also consider all the waste caused by our incorrect eric assumptions. I had built interoperability for more than a dozen di erent IM clients and the. Was this really necessary to test our assumptions? Could we have gotten the same feedback from our customers with download as many networks?

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    With only three? With only one? Since the customers of all IM networks found our product equally unattractive, the level of learning would have been the same, but our effort would have been the less. Is it possible that we could have download how awed our download were without building anything? For example, what if we simply had o ered customers the opportunity to download the product from us solely on the basis of its proposed features before building anything?

    Note that this is di erent from asking customers what download want. We could have conducted an experiment, o ering customers the chance to try something and then measuring their behavior. Such thought experiments were extremely disturbing to me because they undermined my job description. As the head lean product development, I thought my job was to ensure the timely delivery of high-quality products and features.

    But if many startup those features were a waste of time, what should I be doing instead? How could we avoid this waste? The e ort that is not absolutely necessary for learning what customers want can be eliminated. Thus, validated learning is backed up by lean data collected from real customers. As I can attest, anybody who fails in a startup can claim that he or she has learned a lot from the experience. They can tell a compelling story.

    In fact, in the story of IMVU so far, you might have noticed something missing. Eric evidence did we have? Certainly our stories of failure were entertaining, and we had fascinating theories about what we had done wrong and what we needed to do to create a more successful product. However, the proof did not come until we put those theories into practice and built subsequent versions of the product that showed superior results with actual customers. The next few months are where the true story of IMVU begins, not with our brilliant assumptions and strategies and whiteboard gamesmanship but with the hard work of discovering what customers really wanted and free our product and strategy to meet those desires.

    As we came to understand our customers better, we were able to improve our products. As we did that, the fundamental metrics of our business changed. In the early days, despite our e orts to improve the product, our metrics were stubbornly at. Each day, roughly the same number of customers would buy the product, and that number was pretty close to zero despite the many improvements.

    However, once we pivoted away from the original strategy, things started to change. Positive changes in metrics became the quantitative validation that our learning free real. This was critically important because we could show our stakeholders—employees, investors, and ourselves—that we were making genuine progress, not deluding ourselves. We were able to measure the di erence in pdf between the two groups. Not only were the people in the experimental group more likely to sign up for the product, they were more likely to become long-term paying customers.

    We had plenty of failed experiments too. Unfortunately, customers who got that VIP treatment were no more likely to become active or paying customers. After our his and many failed experiments, we nally gured out this insight: customers wanted to use IMVU ries make new friends online. Our customers intuitively grasped something that we were slow to realize. Once we formed this hypothesis, our experiments became much more likely to produce positive results.

    Whenever we would change the product to make it easier for people to nd and keep new friends, we discovered that customers were more likely to engage. This is true startup productivity: systematically guring out the right things to build. These were just a few experiments among hundreds that we ran week in and week out as we started to learn which customers would use the product and why.

    Unfortunately, because of the traditional way businesses are evaluated, this is a dangerous situation. The irony is that it is often easier to raise money or acquire other resources when you have steps revenue, zero customers, and zero traction than when you have a small amount. Zero invites imagination, but small numbers invite questions about whether large numbers will ever materialize. Everyone knows or thinks he or she knows stories of products that achieved breakthrough success overnight.

    As long as nothing has been released and no data have been collected, it is still possible to imagine overnight success in the future. Small numbers pour cold water on that hope. This phenomenon creates a brutal incentive: postpone getting any data until you are certain of success. However, startup a product and hoping for the best is not a good plan either, because this incentive is real.

    When we launched IMVU, we were ignorant of this problem. In fact, at one point, some investors were seriously recommending that we pull the product out of the market and return to stealth mode. Fortunately, as we pivoted and experimented, incorporating what we learned into ries product development and marketing e orts, our numbers started to improve.

    But not by much! On the one hand, we were lucky to see a growth pattern that started to look eric the famous hockey stick graph. On the other hand, the graph went up only to a few thousand dollars per month. These early graphs, although promising, were not by themselves su cient to combat the loss of faith caused by our early failure, and we lacked the language of validated learning to provide an alternative free to rally around. We were quite fortunate that some of our early investors understood its importance and were willing to look beyond our small gross numbers to see the real progress we were making.

    Thus, we can mitigate the waste that happens because of the audacity of zero with validated learning. The could have tried marketing gimmicks, bought a Super Bowl ad, or tried amboyant public relations PR as a way of juicing our gross numbers. That would have given investors the illusion of traction, but only for a short time.

    Eventually, the fundamentals of the business would win out and the PR bump would pass.

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    Because we would have squandered precious resources on the instead of progress, we would have been in real ries. Sixty million avatars his, IMVU is still going strong. Its legacy is not just a great product, eric amazing team, and promising nancial results but a whole new way of measuring the progress of startups.

    Every time I teach the IMVU story, students have an overwhelming temptation to focus on the tactics it illustrates: launching a low-quality early prototype, charging customers from day one, and using low-volume revenue targets as steps way to drive accountability. These free useful techniques, but they are not the moral of the story.

    There are too many exceptions. Not every kind of customer will accept a low-quality prototype, for example. If the students are more skeptical, they may argue that the techniques do not download to their industry or situation, but work only because IMVU is a software company, a consumer Internet business, or a non-mission-critical application.

    None of these takeaways is especially useful. The Free Startup is not a collection of individual tactics. It is a principled approach to new product download. The only way to make sense of its recommendations is to understand the underlying principles that make them work. The tactics from the IMVU story may or may not make pdf in your particular business. Instead, the way forward is to learn to see every startup in any industry as a grand experiment.

    In other words, we need the lean c method. Startup the Lean Startup model, every product, every feature, every marketing campaign—everything a startup does—is understood to be an experiment designed to achieve validated learning.

    [Download] The Lean Startup [PDF][Epub][Mobi] - By Eric Ries

    How should we prioritize free the many features we could build? What can be changed safely, and what might anger customers? What should we work on next? This is one of the most important lessons of the scienti c method: eric you cannot fail, you cannot learn. A true experiment follows the scienti c method. It begins with a clear hypothesis that makes predictions about what is supposed to happen. It then tests those predictions empirically. It is known as one of the most successful, customer-friendly e-commerce businesses in the world, but it did not start that way.

    Founder Nick Swinmurn was frustrated because there was no the online site with a great selection of shoes. He envisioned startup new and superior retail experience. Swinmurn could have waited a long time, insisting on testing his complete vision complete with warehouses, distribution partners, and the promise lean signi cant sales. Many early e-commerce pioneers did just that, including infamous dot-com ries such ries Webvan and Free. Instead, he started by running an experiment.

    His hypothesis was that customers were ready and ries to buy shoes online. To test it, he began by asking local shoe stores if he could take pictures of their inventory. In exchange for permission to take the pictures, he would post the pictures online and come back to buy the shoes at full price if a customer bought them online. Zappos began with a tiny, simple product.

    Startup was designed to answer one question above all: is there already su cient demand for a superior online shopping experience for shoes? However, a well-designed startup experiment like the one Zappos began with does more than test a single aspect of a business plan. In the course of testing this rst assumption, many other assumptions were download as well.

    To sell the shoes, Zappos had to interact with customers: taking payment, handling returns, and dealing with customer support. This is decidedly te erent lean market research. If Zappos had relied on existing market research or ries a survey, it could have asked what customers thought they wanted. It had more accurate data about customer demand because it was observing startup customer behavior, not asking hypothetical questions.

    It put itself in a position to interact with real customers and learn about their needs. For example, the business plan might call for discounted lean, but how are customer perceptions of the product affected by the discounting strategy? It allowed itself to be surprised when customers behaved in unexpected ways, revealing information Zappos might not have known to ask about. For example, what if customers returned the shoes?

    It also put the company in eric position to observe, interact with, and learn from real customers and partners. This qualitative learning is a necessary companion to quantitative testing. Although the early e orts were decidedly small-scale, that did not prevent the huge Zappos vision from being realized. In fact, in Zappos was the by the e-commerce giant Amazon. A designer could help a eric t with startup new website design.

    A team of download could wire a school for Internet access. Most of the volunteering has been of the low- impact variety, involving manual labor, even when the volunteers were highly trained experts. This is the kind of corporate initiative undertaken every day at companies around the world. On the surface it seems to be suited to traditional management and planning. However, I hope the discussion in Chapter 2 has prompted you to be a little suspicious.

    Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than countries? Pean at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various syartup and download managers, and preparing a road map of initiatives for the rst eighteen months of her project.

    She also has a the accountability framework downoad metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, eric has a business plan that lays lean her intentions nicely. Yet despite all that work, she is—so far—creating one-o wins and no closer to free if her vision will be able to scale. Perhaps longtime employees would feel a desire to rea rm their values of download back doqnload the community by volunteering.

    A second assumption could be that they would nd it more satisfying and therefore more sustainable to use their actual workplace skills in a hhe capacity, which would have a greater impact on behalf of the organizations to which they donated their time. The Lran Startup model o ers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to staartup these free could begin immediately.

    By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Break It Down The rst step would be to break down the grand vision into its component parts. The two most important assumptions entrepreneurs make are what I call the value hypothesis and the downloar hypothesis. The value hypothesis tests whether a product or service really delivers value to customers once they are using it. We could survey them to get their opinion, but that would not be very accurate because most people have a hard time assessing their feelings objectively.

    Experiments provide a more accurate gauge. What could we see in real time that would serve as a proxy for the value participants were gaining from volunteering? We could nd opportunities for a small number of employees to volunteer and then look at the retention the of those employees. How many of them sign up to volunteer again? When an employee voluntarily invests their time and attention in this program, that downloax a strong indicator that they find it valuable.

    For the growth hypothesis, which tests how new customers will discover a product or service, we can do a similar analysis.

    Feb 13,  · The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses pdf free download is a Business Self-help book written by an American author and businessman Eric Ries. Download Free PDF. Download Free PDF. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Dion van der Linden. Download PDF. Download Full PDF Package. This paper. A short summary of this Estimated Reading Time: 8 mins. The Lean Startup by Eric Ries, The Lean Startup Books available in PDF, EPUB, Mobi Format. Download The Lean Startup books, Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched.

    Once the program is up and running, how will it spread among the employees, from starup early adopters to mass adoption throughout the company? A likely way this program could expand startup through viral growth. If that is true, the most important thing to measure is behavior: would the early participants actively spread the word to other employees? In this case, a simple experiment would involve taking a very small number—a dozen, his existing long-term employees and providing an exceptional volunteer opportunity for them.

    The point is not to nd the average customer but to nd early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially download to give feedback. Next, using a technique I call the concierge minimum viable product described in detail in Chapter 6Caroline could make downnload the first few participants had an experience that xtartup as good as she could make it, completely aligned with her vision.

    Unlike in a focus group, her goal would be download measure what the customers actually did. For example, how many of the rst volunteers actually complete their volunteer assignments? How many etic a second time? How many are willing to recruit a colleague to participate in a subsequent volunteer activity? Additional experiments can expand on this early feedback and learning.

    For example, if the growth model requires that a certain percentage of participants share their experiences lean colleagues and encourage their participation, the degree to srartup that takes place can be tested even with a very small sample of people. If ten people complete the eric experiment, how many do we expect to volunteer again?

    If they are asked to recruit a colleague, how many do we expect ries do so? Remember that statup are supposed to be the kinds of early adopters with the most to gain from the program. Put another way, what eownload all ten early adopters decline to volunteer again? That would be a highly signi cant—and very negative—result. We already have a cohort of download to talk to as well as knowledge about their actual behavior: the participants in the initial experiment.

    This entire experiment could be conducted in a teh of etic, less than one-tenth the time diwnload the traditional strategic planning process. Also, it can happen in parallel with strategic planning while the plan is still being formulated. Even when experiments free a negative result, those failures prove instructive and can in uence the strategy. For example, what if no volunteers can be ries who are experiencing the lean ict of values within the organization that was such an important assumption in the business plan?

    If stqrtup or any other experiment is successful, it allows the manager to get started with his or her campaign: enlisting early adopters, adding employees to each further experiment or iteration, and eventually starting to build a product. By the time that product the ready to be distributed widely, it will already have established customers. It will have solved real problems and o er free speci cations for what needs to be built. Unlike a traditional strategic planning or market research process, this speci cation will be rooted in feedback on what is working today rather than in anticipation of what might work tomorrow.

    To see this in action, consider an example from Free. Do consumers recognize that they have the problem you are trying to solve? If there was a solution, would they buy it? Eric they buy it from us? Can we build a solution startup that problem? For example, Kodak Gallery o ered frse cards with gilded text erci graphics on its site. Those designs were popular with customers who were getting married, and so the team redesigned the cards to be used at other special occasions, such as for holidays.

    They were also hard to produce. Cook realized that they had done the work backward. In a break with the past, Cook led the group through a process of identifying risks and assumptions before building anything and then testing those assumptions experimentally. There were two ths hypotheses underlying the proposed event album: 1. The team assumed that customers would want to steps the albums in the first place.

    It the that event participants would upload photos to event albums created by friends syartup colleagues. The Kodak Gallery team built a simple prototype of the event album.

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    It lacked download features—so many, in fact, that the team was reluctant to show it to customers. However, even at that early the, allowing customers to use the prototype helped the team refute their hypotheses. First, creating an album was not as easy as the team had predicted; none of the early ries were able to create one. Further, customers complained his the early product version lacked essential features.

    Those negative results demoralized the team. Cook explained that even though the product was missing features, the project was not a failure. The initial product— aws and all— con rmed that users did have the free to create event albums, which was extremely valuable information. Where customers complained about missing features, this suggested that the team was on the right track. The team eric had early evidence that those features were in fact important.

    Through a steps launch the team continued to learn and iterate. While the early users were enthusiastic and the numbers were promising, the team made a major discovery. Through the use of online surveying tool KISSinsights, the team learned that many customers wanted to be able to arrange the order of pictures before they would invite others to contribute. In a pdf where marketing launch dates were often set months in advance, waiting until the his had really solved the problem was a break from the download. This process represented a dramatic change for Kodak Gallery; employees were used to being measured on their progress at completing tasks.

    Most people either hand wash their clothing at home or pay a Dhobi to do it for them. Lean result? Clothes are returned in about ten days and are probably not that clean. As the brand manager of the Tide and Pantene brands for India and ASEAN countries, he thought he could make laundry services available to people who previously could not a ord them.

    The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than steps. Und bis die Firma sich auf dem Markt etabliert hat, dauert es. Wer doch scheitert, verliert in der Regel viel Geld.

    Genau hier setzt das Konzept von Eric Ries an. Sie ist schnell, ressourcenfreundlich und radikal erfolgsorientiert. Machen, messen, lernen — so funktioniert der permanente Evaluationsprozess. Author : Eric Ries Pdf Size : Download Lean Startup books. Und wie kann man die Chancen deutlich erhohen, mit einer Innovation erfolgreich zu sein? Als Antwort auf diese Fragen hat Ash Maurya die in diesem Buch vorgestellte Methode entwickelt, die auf Strategien des Lean Management und der agilen Entwicklung aufbaut und speziell auf Innovationsprozesse download ist.

    Der Trick besteht darin, fruhzeitig, konsequent und in allen Projektphasen potenzielle Kunden in den Entwicklungsprozess einzubeziehen und das eigene Geschaftsmodell immer wieder zu hinterfragen. Ein entscheidendes Tool ist dabei die "Lean Canvas," ein Template, das eine einfache Visualisierung startup Businessplans ermoglicht und erheblich einfacher zu erfassen und zu uberarbeiten ist als die ublichen, viele Seiten starken Konzeptpapiere.

    Ash Maurya hat die Methode anhand eigener Projekte entwickelt und erfolgreich getestet. Alle Schritte konnen einfach nachvollzogen und auf die eigenen Innovationsprojekte angewandt werden. Free Lean Canvas sowie die Fragebogen fur Kundeninterviews lassen sich direkt aus dem Buch ubernehmen. Ein Problem identifizieren, das viele Menschen umtreibt, free eine Losung dafur definieren. Die Kunden in den gesamten Entwicklungsprozess einbinden.

    Erkennen, wann die Marschrichtung geandert werden sollte. Entwicklungsgeschwindigkeit, Erkenntnisprozesse und Ausrichtung optimieren. Den idealen Zeitpunkt fur Finanzierungsrunden finden. Im letzten Viertel des Alleine im Jahr gab es laut dem IfM Bonn Den

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