Startup Lessons Learned

MAY 27, 2009

The Lean Startup is a practical approach for creating and managing a new breed of company that excels in low-cost experimentation, rapid iteration, and true customer insight. It uses principles of agile software development, open source and web 2.0, No departments The Five Whys for Startups (for Harvard Business R. Expo SF (May.

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Startup Lessons Learned

JULY 29, 2009

Unfortunately, customers hated that initial product. Unfortunately, we made two critically flawed assumptions: that customers would primarily consume first-party assets that we shipped to them on CD and that they would tend to congregate in a relatively uniform way. How likely will customers ultimately use that feature?

Technical Review 168

Technical Review Software Review San Francisco Lean 168

Startup Lessons Learned

APRIL 18, 2010

That process involves rapid hypothesis testing, validated learning about customers , and a disciplined approach to product development. Myth: The Lean Startup methodology is only for Web 2.0/internet/consumer Truth: The Lean Startup methodology applies to all companies that face uncertainty about what customers will want.

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Lean San Francisco Continuous Deployment Startup 167

Startup Lessons Learned

FEBRUARY 7, 2013

BetaBrand building apparel MVPs and testing them quickly with targeted customer communities. My personal background was as an engineer and my companies had been Web-based startups, so that is what I wrote about. These business model assumptions are then ripe for testing, measuring and iterating upon. It's a big tent.

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The Next Web

AUGUST 6, 2013

But the lean startup model, when you boil it down, simply says that when you launch any new business or product you do so based on validated learning, experimentation and frequent releases which allow you to measure and gain valuable customer feedback. In other words – build fast, release often, measure, learn and repeat.

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Startup Lessons Learned

DECEMBER 14, 2009

Lessons Learned by Eric Ries Monday, December 14, 2009 Business ecology and the four customer currencies Lately, I’ve been rethinking the concept of “business model&# for startups, in favor of something I call “business ecology.&# Let’s begin with the four customer currencies.

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Customer San Francisco Viral Lean 156

Startup Lessons Learned

JUNE 21, 2010

I prefer to take the most expansive possible definition of product, one that encompasses any source of value for a set of people who voluntarily choose to become customers. But it is not a startup, because its success depends only on decent execution – so much so that this success can be modeled with high accuracy.

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Startup Lessons Learned

MAY 7, 2009

I spent some time with his company before the conference and discussed ways to get started with continuous deployment , including my experience introducing it at IMVU. Moreover, approaching the problem from the direction that I had intuitively is a recipe for never reaching a point where continuous deployment is feasible.

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Continuous Deployment San Francisco Software Review Lean 131

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. Our leading crop of pre-IPO web companies apparently do not need that much capital – yet. Our leading crop of pre-IPO web companies apparently do not need that much capital – yet.

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IPO San Francisco Lean Silicon Valley 166

Startup Lessons Learned

AUGUST 8, 2009

Lessons Learned by Eric Ries Saturday, August 8, 2009 Introducing the Lean Startup Cohort subscription program Over the past few months, I have been engaged in another customer discovery exercise with passionate early adopters of the lean startup methodology. I am now ready to move into the customer validation phase. Great idea.

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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. Those tools, combined with focused customer interviews, have turbo-charged the company’s ability to learn.

San Francisco 167

San Francisco Lean Analytics Continuous Deployment 167

Startup Lessons Learned

MAY 17, 2009

The Lean Startup is a practical approach for creating and managing a new breed of company that excels in low-cost experimentation, rapid iteration, and true customer insight. Identify a profitable business model faster and cheaper than your competitors. As a reminder, slides and audio from the Web 2.0 Expo SF (May. .

Lean 60

Lean San Francisco Continuous Deployment DC 60

Startup Lessons Learned

JULY 9, 2009

No business model, either. Instead, lets focus on building companies that matter , on creating real value for customers, and learning. 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 ?

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San Francisco Lean Continuous Deployment DC 94

Startup Lessons Learned

MARCH 13, 2009

Marketing launch) Make a new product available to customers in the general public. In particular, a marketing launch can help you do three things (courtesy, as is most of my marketing advice, of The Four Steps to the Epiphany ): Drive customers into your sales pipeline. Do your customers really read TechCrunch?

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San Francisco PR Lean Early Stage 168

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. The most common need is becoming more customer-centric.

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San Francisco Lean Continuous Deployment Agile 128

SoCal CTO

JANUARY 5, 2011

Some really great stuff in 2010 that aims to help startups around product, technology, business models, etc.

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Startup Lessons Learned

JANUARY 28, 2009

They have a product that has a moderate number of customers. Its well done, looks professional, and the customers that use it like it a lot. Most of all, I encouraged them to start talking to their most passionate customers and running some big experiments based on that feedback. Only pay for benefits to customers.

San Francisco 79

San Francisco Lean Continuous Deployment DC 79