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Summary and Analysis of The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses

    pidlisniyцитирует2 месяца назад
    The only way to win is to learn faster than anyone else.”
    pidlisniyцитирует2 месяца назад
    n MVP must be built very quickly to begin testing that idea. Once there is an MVP, early adopters can provide true, measurable data that can be used to come up with ideas to improve the product, and the loop begins again.
    pidlisniyцитирует2 месяца назад
    Build-Measure-Learn feedback loop is at the core of the Lean Startup model.”
    pidlisniyцитирует2 месяца назад
    viral, sticky, and paid
    pidlisniyцитирует2 месяца назад
    Startups must seek sustainable growth, which means continually finding new markets and new customers.
    pidlisniyцитирует2 месяца назад
    Rather, they use the information gained through the all the previous testing to lead them in a new direction that offers sustainable growth.
    pidlisniyцитирует2 месяца назад
    plit-testing, cohort analysis, and kanban, which is a Japanese term for constraining capacity
    pidlisniyцитирует2 месяца назад
    tune the engine,” as Ries puts it. That means looking at where the product is and at where it ultimately needs to be, and then making incremental changes to get it there.
    pidlisniyцитирует2 месяца назад
    An MVP doesn’t need to be perfect; its role is to test the entrepreneur’s assumptions about a product based on its interaction with early adopters
    pidlisniyцитирует2 месяца назад
    Even the basic leap-of-faith assumptions must be tested.
    pidlisniyцитирует2 месяца назад
    the value hypothesis and the growth hypothesis.
    pidlisniyцитирует2 месяца назад
    startup begins with an idea for a product, then builds that product. Once constructed, the product undergoes the testing discussed in previous chapters, which provides data that allows the startup to learn. The learning, as we’ve seen, leads to ideas about how to improve or change the product. At this point, the entire loop begins again. For efficiency’s sake, the startup must cycle through this loop as fast as it can.
    pidlisniyцитирует2 месяца назад
    validated learning,” meaning that each experiment leads to an improvement in the process or an improvement to the product (and therefore validates the time and money spent on learning).
    pidlisniyцитирует2 месяца назад
    businesses should use scientific methods to determine what customers want before they spend a lot of time and money creating a perfect product.
    pidlisniyцитирует2 месяца назад
    Build-Measure-Learn.”
    Nicolas Tiaki Otsuцитирует9 месяцев назад
    Ries warns against allowing lean thinking to become a system in and of itself: testing and learning, he stresses, cannot continue in a rigid system.
    Nicolas Tiaki Otsuцитирует9 месяцев назад
    Making small adjustments after each Build-Measure-Learn loop is the way to achieve a better fit between the product and the market.
    Nicolas Tiaki Otsuцитирует9 месяцев назад
    The money made on past purchases is what pays for the advertising that creates new customers.
    Nicolas Tiaki Otsuцитирует9 месяцев назад
    Startups should think big about products but think small about batches
    b8571552445цитируетв прошлом году
    ies reconceives “learning” to make the process an actual, quantifiable part of product development. He calls this “validated learning,” meaning that each experiment leads to an improvement in the process or an improvement to the product (and therefore validates the time and money spent on learning). It helps a startup understand how close its vision is to what customers want—which may be very different from what the creators originally imagined. According to Ries, validated learning requires a scientific approach to measure results and test hypotheses.
    4. Experiment
    Learning is impossible if there isn’t a way to fail without catastrophic consequences. To determine which parts of a startup’s strategy are good and which are bad, it is more efficient to run a series of experiments than to waste resources on surveys and market research. Ries cites examples of this approach from Zappos and Kodak, as well as within government and
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