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For those of you who have been following the discussion, a Lean Startup is Eric Ries ’s description of the intersection of CustomerDevelopment , Agile Development and if available, open platforms and open source. The CustomerDevelopment process (and the Lean Startup) is one way to do that.
The full formula works like this: runway = cash on hand / burnrate # iterations = runway / speed of each iteration Very few successful companies ended up in the same exact business that the founders thought theyd be in (see Founders at Work for dozens of examples). Were talking PayPal -sized variations.
It wasn’t so many years ago that starting a new e-commerce business on the Internet was a complex customdevelopment project, usually costing a million dollars or more. These steps alone can reduce your monthly burnrate by at least $10K. A programmer can build a new smartphone app for a few thousand dollars.
It wasn’t so many years ago that starting a new e-commerce business on the Internet was a complex customdevelopment project, usually costing a million dollars or more. These steps alone can reduce your monthly burnrate by at least $10K. A programmer can build a new smartphone app for a few thousand dollars.
The only numbers in those documents that are important in the first year of a startup’s life are burnrate and cash balance. While that’s great when you showed up in your horse and buggy, the strategy-to-tactic-to implementation lag is painful at Internet speeds. Not Real-time. Startup board meetings occur every 4-6 weeks.
The only numbers in those documents that are important in the first year of a startup’s life are burnrate and cash balance. While that’s great when you showed up in your horse and buggy, the strategy-to-tactic-to implementation lag is painful at Internet speeds. Not Real-time. Startup board meetings occur every 4-6 weeks.
Steve Blank is a retired serial entrepreneur, educator, thought leader and creator of the rigorous "CustomerDevelopment" methodology that helps startups optimize their chances for success while reducing risk. The only numbers in those documents that are important in the first year of a startup's life are burnrate and cash balance.
As a reminder, the Dot Com bubble was a five-year period from August 1995 (the Netscape IPO ) when there was a massive wave of experiments on the then-new internet, in commerce, entertainment, nascent social media, and search. Startups with huge burnrates – building leases, staff, PR and advertising – ran out of money.
In fact, they were screaming at them to dramatically reduce their burnrates. Ditch the business plan and when assumptions are proven wrong, pivot CustomerDevelopment: Build a product your customers want (vs. Angel investment, which was small to start with, disappeared, and most corporate VCs shut down.
Do some CustomerDevelopment instead. The product didnt convert well enough, the mainstream customers we were driving werent ready for the concept, and the event fed expectations about how successful the product was going to be that turned out to be hyper-inflated. We did alienate and mis-position to our early customers.
Worse was the large staff in departments appropriate to a mainstream-scale product, especially in customer service and QA. The passionate early adopters who flocked to the product at its launch could not sustain this outsized burnrate. We can capitalize on new customers. Take a look and let me know what you think.
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