Startup Lessons Learned

FEBRUARY 22, 2009

Whats striking about these stories, if you get past the PR hype, are two very important themes: These prodigies were self-taught, and had a fundamental fascination with technology from a very young age. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Expo (and a call for he.

Programming 143

Programming San Francisco Lean Continuous Deployment 143

Startup Lessons Learned

APRIL 7, 2010

Instead, we try to accelerate with respect to validated learning about customers. There are often counter-intuitive changes in customer behavior that depend on little details. In fact, the curse of product development is that sometimes small things make a huge difference and sometimes huge things make no difference.

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San Francisco Lean Metrics Design 154

Startup Lessons Learned

APRIL 26, 2009

Plus, we saw some of the intrinsic limitations of supporting such a large staff: slower cycle times, higher cost basis, and - most importantly - the ability to serve only a limited number of customer segments. So we tried to craft a strategy that would give us the product development leverage we needed to serve all customers.

Product Development 88

Product Development Developer San Francisco Product 88

Startup Lessons Learned

FEBRUARY 22, 2010

Engineers are offenders in this category too, but so is any gender-segregated activity, like an all-female PR or marketing team. Engineers are offenders in this category too, but so is any gender-segregated activity, like an all-female PR or marketing team. Case Study: Continuous deployment makes releases n.

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San Francisco Lean Sweden Continuous Deployment 167

Startup Lessons Learned

MARCH 4, 2009

Ive previously written about the advantages of having a pathetically small number of customers , and how to get started with customer segmentation. it seemed time to return to the subject of investigating who my customers are. Thats a common pattern to gaining customer insight. Customer knows they have a problem.

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San Francisco Lean Continuous Deployment DC 68

Startup Lessons Learned

SEPTEMBER 13, 2010

Even worse, entrepreneurs are faced with a constant barrage of vanity metrics from competitors and other companies engaged in PR. That’s what you pay PR firms for: to get an article written that is entirely factual and yet still provides positive spin for your company. The PR firm helpfully left out that context.)

San Francisco 154

San Francisco Metrics Lean PR 154

Startup Lessons Learned

SEPTEMBER 11, 2009

There are many articles by many experts ( myself included ) extolling the virtues of listening to customers. In fact, there are so many of these propaganda pieces that this question might naturally cross your mind: if listening to customers is so great, why do we need so much propaganda? We did not take this step lightly.

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Community Management Lean Software Review 158

Startup Lessons Learned

FEBRUARY 8, 2010

This "success theater" is occasionally useful for PR or getting through a tough board meeting. Then, in each development cycle, use the insights gained by studying customers to make improvements. This is the source of validated learning — proof that the customer insights translate into tangible metrics improvements.

Metrics 121

Metrics San Francisco Lean Continuous Deployment 121

Startup Lessons Learned

APRIL 17, 2010

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ► 2009 (88) ► December (4) Continuous deployment for mission-critical applica.

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Startup Lessons Learned

OCTOBER 4, 2010

The higher the vanity ratio, the more effective the PR. It helps companies with PR. And companies crave positive PR and control over their message – all for rational reasons. The higher the vanity ratio, the more effective the PR. It helps companies with PR. It sells newspapers and magazines.

San Francisco 167

San Francisco Lean PR Metrics 167

Startup Lessons Learned

FEBRUARY 24, 2009

The customer is known, the product is known, and all we have to do is act. The customer is unknown, the product is unknown, and startups must be built to learn. What happened when we got early press (circa 2004) in violation of our own no-PR rule. Case Study: Continuous deployment makes releases n.

Lean 74

Lean San Francisco Continuous Deployment DC 74

Startup Lessons Learned

OCTOBER 7, 2008

The App Store is a channel for customer acquisition. This is completely analogous to the situation elsewhere on the internet, where launching a new website, product, or service with PR is getting harder and harder. Customers and prospects are overwhelmed by the number of media and companies clamoring for their attention.

San Francisco 68

San Francisco Lean Retention SEM 68

Startup Lessons Learned

FEBRUARY 12, 2009

To wit: achieving product/market fit , getting customer validation , making something people want , things that matter , and of course the many excellent books on the topic, of which Ill mention just two of the best, Crossing the Chasm and The Innovators Dilemma. Is a market a set of paying customers? Tough sell.

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San Francisco Continuous Deployment Ruby Lean 89

Startup Lessons Learned

DECEMBER 16, 2008

Lessons Learned by Eric Ries Tuesday, December 16, 2008 Engagement loops: beyond viral Theres a great and growing corpus of writing about viral loops, the step-by-step optimizations you can use to encourage maximum growth of online products by having customers invite each other to join. Synthetic notifications. Organic notifications.

Viral 140

Viral San Francisco Lean Continuous Deployment 140

Startup Lessons Learned

JULY 9, 2009

We go to mixers, buy fancy offices, focus on PR, and try to one-up each other. Instead, lets focus on building companies that matter , on creating real value for customers, and learning. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? I think its wasteful.

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San Francisco Lean Continuous Deployment DC 94