Remove Agile Remove Metrics Remove PR
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If You Don’t Have a Discrete Hypothesis You Are Incapable of Failing

Both Sides of the Table

when is the right time to go big with PR? 11:00 Mark on over-hyping PR. 42:20 Did agile development influence you? 48:30 Vanity metrics. 52:00 Actionable metrics. should companies do spreadsheets / plan / have a hypothesis for success? how do you handle internal company morale? 00:45 Intro to Eric.

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Why Some Startups Win

Steve Blank

It dawned on me that we had a department full of people with titles describing process-centric execution while we were in environment that required relentless agility and speed with urgency. But what I wanted was an agile marketing team capable of operating independently without day-to-day direction. The same was true for PR.

Startup 329
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Is the Lean Startup Dead?

Steve Blank

Tech IPO prices exploded and subsequent trading prices rose to dizzying heights as the stock prices became disconnected from the traditional metrics of revenue and profits. Startups with huge burn rates – building leases, staff, PR and advertising – ran out of money. Some have labeled this period as irrational exuberance.

Lean 335
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Measuring Market Penetration with Brand Tracking (+ Metrics & Examples)

ConversionXL

In this article, we’ll share key brand tracking metrics and methods for how to measure and optimize your success. Key brand tracking metrics. Supplement brand loyalty metrics with qualitative measures such as brand associations and perceived quality, as these can give you insight into why customers intend to repurchase.

Metrics 157
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Beyond the garage

Startup Lessons Learned

It may be hard to remember that there was a time when people in the agile software development community thought Lean Startup was incompatible with agile practices. No BS, no vanity metrics, no launches, no PR. And those are just our keynotes! We also have an awesome lineup of case studies.

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SuperMac War Story 6: Building The Killer Team – Mission, Intent.

Steve Blank

But what I wanted was an agile marketing team capable of operating independently without day-to-day direction. We will accomplish this through demand-creation activities (advertising, PR, tradeshows, seminars, web sites, etc.), The same was true for PR. And yes, we could have built a top-down, command-and-control hierarchy.

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Using independent teams to scale a small company: A look at how games company Wooga works

The Next Web

I also want to explain that it is possible to have a truly agile work environment based on small, autonomous teams. The rest are providing central services like marketing, customer care and localization (20%) or others like HR, PR, Finance, Business Analytics and teams that maintain simple services for persistence of games.