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Lessons Learned: Product development leverage

Startup Lessons Learned

Lessons Learned by Eric Ries Sunday, April 26, 2009 Product development leverage Leverage has once again become a dirty word in the world of finance, and rightly so. But I want to talk about a different kind of leverage, the kind that you can get in product development. Its a key lean startup concept. Yeah, weve got that.

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What Not To Do When Marketing During A Pandemic 

YoungUpstarts

.” And companies are catching on: from the Good News Movement to John Krasinski’s positive videos on YouTube , brands are sharing content that spreads empathy and a sense of community. Another common mistake that marketing teams are making is using the same metrics for success that they have used in the past. corporations.

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A real Customer Advisory Board

Startup Lessons Learned

Anyone who has worked in a real-world product development team can tell you how utopian that sounds. And, as you can see in my previous post on “ The cardinal sin of community management &# the feedback could be all over the map. Passionate online communities are real societies. It was absolutely worth it.

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Building a new startup hub

Startup Lessons Learned

Ive written a little bit about the origins of Silicon Valley because I think its important for us to understand how we got here in order to make sure we preserve what is best about our community. The companies I spoke to all agreed that the community there was extremely supportive, especially in the critical ulta-early-stage.

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How to Use Growth Hacking to Increase Revenue 20x in Just 12 Months

Up and Running

I strongly believe that the first few hires of a startup should belong to the growth department, whether they’re marketers, community managers, or salespeople (selling your product is the best way to learn how to improve it). 1x hacker in charge of product/development. 1x hipster working with both product and growth.

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Datablindness

Startup Lessons Learned

Lessons Learned by Eric Ries Monday, June 8, 2009 Datablindness Most of us are swimming in a sea of data about our products, companies, and teams. That’s because many of our reports feed us vanity metrics: numbers that make us look good but don’t really help make decisions. Too much of this data is non- actionable.

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What does a CTO do?

www.lanceglasser.com

Metrics for cyclical businesses. Product development. Queuing theory and product development. The Essential Product Investigation Phase Gate. The CTO is not responsible for delivering products every quarter, but if you miss the internet or a similar technical inflection point, fire him.”

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