Startup Lessons Learned

JULY 29, 2009

For example, IMVU’s early business model was made possible by Paypal’s easy self-serve and open access payment system. To do that, we add specific speed regulators, like integrating source control with our continuous integration server or the more elaborate dance required for continuous deployment.

Technical Review 168

Technical Review Software Review San Francisco Lean 168

Startup Lessons Learned

APRIL 14, 2009

What matters is proving the viability of the company’s business model, what investors call “traction.&# But in the meantime, by iterating on their product with customers, they have a chance to get there on their own. Labels: agile , customer development 15comments: Scott Shapiro said.

Customer 167

Customer San Francisco Lean Hockey Stick 167

Startup Lessons Learned

OCTOBER 6, 2008

Lessons Learned by Eric Ries Monday, October 6, 2008 When NOT to listen to your users; when NOT to rely on split-tests There are three legs to the lean startup concept: agile product development , low-cost (fast to market) platforms , and rapid-iteration customer development. Thats what business is designed to do.

San Francisco 128

San Francisco Lean Continuous Deployment Agile 128

Startup Lessons Learned

JUNE 5, 2009

One way to conceive of our goal in an early-stage venture is to incrementally “fill in the blanks&# for the business model that we think will one day power our startup. For example, say that your business model calls for a 4% conversion rate – as ours did initially at IMVU.

San Francisco 102

San Francisco Lean Continuous Deployment Startup 102

Startup Lessons Learned

MAY 27, 2009

It uses principles of agile software development, open source and web 2.0, and lean manufacturing to guide the creation of technology businesses that create disruptive innovation. This presentation will empower entrepreneurs and managers to: -Identify a profitable business model faster and cheaper than your competitors.

Lean 60

Lean Austin San Francisco Startup 60

Startup Lessons Learned

APRIL 18, 2010

What differentiates them is their disciplined approach to determining when to spend money: after the fundamental elements of the business model have been empirically validated. Myth: Lean Startups replace vision with data or customer feedback. Myth: Lean Startups replace vision with data or customer feedback.

Lean 167

Lean San Francisco Continuous Deployment Startup 167

Startup Lessons Learned

FEBRUARY 7, 2013

Struggling to explain the successes and failures of those companies, I discussed principles like continuous deployment, customer development, and a hyper-accelerated form of agile. Brant Cooper and Patrick Vlaskovits are among the earliest adopters of new ideas such as Lean Startup and customer development.

Lean 167

Lean Entrepreneur San Francisco Agile 167

Startup Lessons Learned

JUNE 21, 2010

Many startups don’t innovate at all in the product dimension, but use other kinds of innovation: repurposing an existing technology for a new use, devising a new business model that unlocks value that was previously hidden, or even simply bringing a product or service to a new location or set of customers previously underserved.

San Francisco 168

San Francisco Startup Lean Continuous Deployment 168

Startup Lessons Learned

JULY 15, 2010

We have to continually invent new categories of products, new platforms, and new business models – all extremely risky bets. We have to continually invent new categories of products, new platforms, and new business models – all extremely risky bets.

IPO 166

IPO San Francisco Lean Silicon Valley 166

Startup Lessons Learned

AUGUST 8, 2009

In particular, we would cover customer development, continuous deployment, minimum viable product, and actionable metrics. I love the business model. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Case Study: Continuous deployment makes releases n.

Lean 102

Lean Programming San Francisco Continuous Deployment 102

Startup Lessons Learned

JULY 9, 2009

No business model, either. All my products and ideas focus on early cash and a business model that works from the first day. So, the idea of starting without a business model is good ? It doesn't matter what business model you have thought about, in the early day. And Google?

San Francisco 94

San Francisco Lean Continuous Deployment DC 94

Startup Lessons Learned

MAY 17, 2009

Identify a profitable business model faster and cheaper than your competitors. Continuously discover what customers want to buy before building or making follow-on investments in new features. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup?

Lean 60

Lean San Francisco Continuous Deployment DC 60

Startup Lessons Learned

SEPTEMBER 22, 2008

Lessons Learned by Eric Ries Monday, September 22, 2008 The three drivers of growth for your business model. The AARRR model (hence pirates, get it?) He also has a discussion of how your choice of business model determines which of these metric areas you want to focus on. Choose one.

San Francisco 167

San Francisco CPA SEM CTO Hire 167

Startup Lessons Learned

MARCH 13, 2009

Do some Customer Development instead. You have to know your business model. Most startups launch before theyve figured out what business theyre in. If the product needs to be tweaked just a little bit in order to convert users into customers, you want to figure that out before the launch. Gattiker said.

San Francisco 168

San Francisco PR Lean Early Stage 168

Startup Lessons Learned

AUGUST 16, 2010

It requires separating the product launch from the marketing launch (see Dont Launch ) as well as other staple Lean Startup tactics: minimum viable product, split-testing, customer development and the pivot. That is customer development. “But it never happened.&# [Alas, customers dont know what they want!

San Francisco 167

San Francisco Lean Analytics Continuous Deployment 167

Startup Lessons Learned

JANUARY 28, 2009

On the one hand, I think they have an urgent problem, and need to invest 100% of their energy into finding a business model (or another form of traction). Eric - There is definitely a business/marketing analog to exactly this situation that happens a lot too. No departments The Five Whys for Startups (for Harvard Business R.

San Francisco 79

San Francisco Lean Continuous Deployment DC 79