The Lean Entrepreneur
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Оглавление
Vlaskovits Patrick. The Lean Entrepreneur
Special Thanks
Foreword
Introduction
WHAT IS THE LEAN ENTREPRENEUR?
WHY READ (BE) THE LEAN ENTREPRENEUR?
WHO IS THE LEAN ENTREPRENEUR?
HOW TO USE THE LEAN ENTREPRENEUR
1. STARTUP REVOLUTION
BYTES EATING THE WORLD
CONNECTIVITY
THE VALUE-CREATION ECONOMY
CUE THE LEAN STARTUP
MEET THE LEAN ENTREPRENEUR
LEAN STARTUP AND DISRUPTION
2. LEAN INTO CHANGE
VISION
ENTERPRISE NOTE
VALUES
CULTURE
DATA
EXPERIMENTATION
CUSTOMER FOCUS
ORGANIZATIONAL STRUCTURES
THE TEAM
BIG, OLD, AND.. LEAN?
OVER THE HORIZON: A FRAMEWORK
WORK TO DO
3. ALL THE FISH IN THE SEA
BUSINESS MODELS
KNOW YOUR AUDIENCE: WHY SEGMENTATION MATTERS
MARKET SEGMENT
PERSONAS: CREATE A REAL CUSTOMER
CHOOSING A MARKET SEGMENT
WORK TO DO
4. WADING IN THE VALUE STREAM
ARTICULATING THE VALUE STREAM
ABOUT VALUE STREAMS
VALUE STREAM DISCOVERY
WORK TO DO
5. CORE LEAN ENTREPRENEUR
THE 3 ES: EMPATHY, EXPERIMENTS, EVIDENCE
EMPATHY
EXPERIMENTS
EVIDENCE
WORK TO DO
6. THE LEAN JOURNEY
FROM HERE TO ETERNITY: GROWTH PHASES
PHASE 1: IDEA PHASE: THIS IS GONNA BE BIG!
PHASE 2: MVP FOR A FEW: I’VE PROVEN THAT A FEW PEOPLE CARE!
PHASE 3: A FUNNEL OF MANY: I’VE PROVEN THAT A LOT OF SIMILAR PEOPLE CARE, AND SOME ARE GAGA!
PHASE 4: MULTIPLE FUNNELS: HOLY WOW, WE’RE GROWING LIKE CRAZY WITH A BUNCH OF DIFFERENT GROUPS OF PEOPLE!
PHASE 5: SCALING A PROFITABLE BUSINESS MODEL: SHAMPOO, RINSE, REPEAT
FINALLY, ENTERPRISE: LARGE AND SUCCESSFUL; SLOW AND BUREAUCRATIC
7. THE FINAL WORD
WORK TO DO
Appendix: CASE STUDIES
Acknowledgments
Acknowledgments (1St Edition)
About the Authors
WILEY END USER LICENSE AGREEMENT
Отрывок из книги
Without our early adopters, who believed enough in The Lean Entrepreneur to pre-order a book when it was merely a landing page with a silly video, we might not have survived the process of writing this book and seeing it published.
Their early feedback on content and exercises forced us to simplify, focus, and home in on how to move the needle for them.
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Suffice it to say that when the value proposition is known and successfully delivered by a business to a known customer, the methods of execution used by its owners and employees are good enough, at least for now. Perhaps they could become more efficient or less wasteful, but to instruct successful businesses on how to be more efficient is not our ambition.
As you read The Lean Entrepreneur, we’ll make the case that innovating in uncertainty requires a highly iterative approach. We’ll also make the case that a disproportionate part of your business model is ultimately determined not by command-and-control diktats from the executive offices of your company or even your own personal desires but implicitly by the market segment you hope to provide value for. The sooner you grok that your customers have significant de facto control over the destiny of your business, the better it is for you, your customers, your employees, your colleagues, your shareholders, and other stakeholders in your business.
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